Item A-1 Staff Report — Beverly Hills City Council, June 5, 2025 (part 1 of 2)

STAFF REPORT
Meeting Date: June 5, 2025
To: Honorable Mayor & City Council
From: Jeff S. Muir, Director of Finance
Tatiana Szerwinski, Assistant Director of Finance
Brandy Gros, Budget Manager
Subject: Fiscal Year 2025-26 Proposed Operating and Capital Improvement Budgets
Attachment: 1. Fiscal Year 2025-26 Proposed Operating Budget

2. Fiscal Year 2025-26 Proposed Capital Improvement Budget

INTRODUCTION
In accordance with Section 2-3-101(D) of the Beverly Hills Municipal Code, which requires the City Manager to prepare and submit the annual budget and Capital Improvement Program to the City Council, the Fiscal Year 2025-26 Proposed Operating and Capital Improvement Budgets have been provided to the City Council and are available to the public for review. Staff intends to present and provide financial highlights for the Proposed Operating and Capital Improvement Budgets at the June 5, 2025 budget study session. An additional budget study session has been scheduled for June 12th, if needed. It is currently anticipated that budget adoption will be requested at the June 17, 2025 meeting; however, a tentative budget study session has also been scheduled for June 30th, if needed.

DISCUSSION
Fiscal Year 2025-26 Proposed Operating and Capital Improvement Budgets The Fiscal Year (FY) 2025-26 Proposed Operating and Capital Improvement Budgets can both be found online at: https://www.beverlyhills.org/330/Operating-Capital-Improvement-Project-Bu

Meeting Date: June 5, 2025
Within the FY 2025-26 Proposed Operating Budget, the City Manager’s budget message (pages 7-29) has been written to serve as a clear, one-stop source for understanding key information in the budget, and it is strongly recommended for review as a primary operating budget resource.

The Capital Improvement Budget Introduction (pages 5-14) includes a detailed overview of accomplishments during the current fiscal year, and proposed projects and associated budget for the upcoming fiscal year.

FISCAL IMPACT
Citywide Budget
The “net” City budget anticipates $494.8 million in revenue inflow from external sources and $493.8 million in expenditure outflow to external sources. Governmental accounting requires budgeting for internal charges and transfers between funds, resulting in total estimated Citywide revenue of $662.6 million and appropriations of $661.6 million, including $86.4 million for proposed capital improvements.

General Fund Budget
The General Fund is the primary operating fund of the City, used to account for all general revenues and expenditures not specifically designated for other funds. Its purpose is to finance essential city services such as public safety, parks and recreation, public works, and community development, reflecting the priorities and needs of the community. The City Council has the greatest discretion over the allocation of General Fund resources, making it the main source of funding for programs and services determined by Council policy decisions.

Projected General Fund operating revenue of $338.9 million exceeds General Fund operating expenditures and transfers out of $337.2 million, yielding a projected net surplus before public benefit contributions of $1.7 million. Additionally, the budget projects the receipt of one-time public benefit contributions of $10.0 million. One-time public benefit contributions may be used to increase reserves, to fund one-time expenditures, or to reduce debt or other liabilities, but should not be used to fund ongoing operations.

Operating Revenue 1$ 338.9
Operating Expenditures 315.8 Transfers Out 21.4 Total Expenditures 337.2 Net Surplus / (Deficit) 1.7 Public Benefit Contribution Utilization - Total Surplus / (Deficit) 1.7 $ 1Operating Revenue excludes one-time public benefit contributions.

FY 2025-26 Proposed General Fund Budget (in millions)
Meeting Date: June 5, 2025
General Fund Forecast
The General Fund financial forecast provides a long-term outlook for Beverly Hills’ revenues and expenditures, helping guide City Council’s strategic decisions. The ten-year forecast models anticipated deficits in the near term—mainly due to a temporary decline in one-time major development revenues—with a return to surplus projected by FY 2029-30. Built on inflationary assumptions and current economic data, the forecast highlights the need for prudent fiscal management and flexibility given ongoing economic uncertainties. Detailed assumptions are provided on page 69 of the FY 2025-26 Proposed Operating Budget.

FY 25-26 FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FY 31-32 FY 32-33 FY 33-34 FY 34-35 Proposed Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Revenue
Property Tax 114.1 $ 113.8 $ 117.2 $ 120.7 $ 127.8 $ 135.1 $ 139.3 $ 143.6 $ 148.1 $ 152.7 $ Sales Tax 45.6 46.7 47.9 49.1 50.3 51.6 52.8 54.2 55.5 56.9 Transient Occupancy Tax (TOT) 46.4 48.5 51.6 55.4 61.4 63.2 65.1 67.1 69.1 71.2 Business Tax 64.2 65.4 66.8 68.1 69.5 70.8 72.3 73.7 75.2 76.7 Other Revenue and Transfers In 68.8 53.4 52.8 63.5 65.6 67.7 68.5 69.4 70.3 71.2 Total Revenue 338.9 327.9 336.3 356.8 374.5 388.4 398.0 407.9 418.1 428.6 Expenditures Salaries and Benefits 161.0 168.6 175.6 181.7 186.7 191.7 195.2 199.9 203.4 208.0 Other Expenditures and Transfers Out 176.2 177.9 180.8 180.5 186.7 192.2 197.9 204.3 209.9 216.3 Total Expenditures 337.2 346.4 356.4 362.2 373.4 383.9 393.1 404.2 413.3 424.3 Net Surplus / (Deficit) 1.7 (18.5) (20.1) (5.4) 1.1 4.5 4.9 3.7 4.8 4.3 Public Benefit Contribution Utilization1 - - - - - - - - - - Total Surplus / (Deficit) 1.7 $ (18.5) $ (20.1) $ (5.4) $ 1.1 $ 4.5 $ 4.9 $ 3.7 $ 4.8 $ 4.3 $ NOTE: Immaterial differences may exist due to rounding.

Category
1Reflects only those public benefit contributions approved to be applied against current expenditures and excludes public benefit contributions expected to be earmarked for future public benefit.

General Fund Forcast (in millions)
Meeting Date: June 5, 2025
Enterprise Funds
The City’s Enterprise Funds are designed to operate as self-supporting, business-type entities, providing essential services to the community while generating revenues intended to cover their operating costs and capital investments, much like private sector entities. These funds include operations such as water, parking, solid waste, wastewater, and stormwater. The chart above provides a summary of FY 2025-26 projected revenue and expenses for each Enterprise Fund, highlighting the City’s commitment to efficient service delivery, fiscal sustainability, and ongoing investment in critical infrastructure.

These figures include estimated project administration costs attributable to these capital improvement projects.

RECOMMENDATION
It is recommended that the City Council receive a presentation from staff and provide direction regarding the FY 2025-26 Proposed Operating and Capital Improvement Budgets such that staff can prepare and finalize any changes to be brought forward for final adoption of the budget at the scheduled meeting on June 17, 2025.
1 $11.5 million for the Infrastructure Fund and $2.0 million for the Stormwater Fund (the balance of the $3.5 million General Fund contribution to the Stormwater Fund subsidizes operating costs).

FY
2025-26
FY
2026-27
FY
2027-28
FY
2028-29
FY
2029-30
Five-Year
Plan
Enterprise Funds 90.7 $ 20.8 $ 22.6 $ 22.3 $ 18.3 $ 22.7 $ 106.7 $ 197.4 $ Infrastructure Fund 52.4 15.4 14.8 14.8 15.9 15.4 76.3 128.7 Capital Assets Fund 52.0 14.1 12.0 12.8 13.5 13.0 65.4 117.4 Parking Funds 31.6 9.0 10.9 10.5 7.3 6.4 44.1 75.7 Other Internal Service Funds 14.6 11.0 11.4 10.6 10.0 10.5 53.5 68.1 All Other Funds 42.1 16.0 7.1 6.5 7.7 6.8 44.2 86.3 Total 283.4 $ 86.4 $ 78.8 $ 77.5 $ 72.7 $ 74.8 $ 390.2 $ 673.6 $ NOTE: Immaterial differences may exist due to rounding.

Fiscal Years (in Millions)
Fund
FY 2024-25
Estimated
Carryovers
Proposed
Six-Year
Total
Nancy Hunt-Coffey
City Manager
Jeff S. Muir
Director of Finance
Approved By Approved By
Attachment 1

CITY OF BEVERLY HILLS,

CALIFORNIA

PROPOSED

OPERATING
BUDGET
2025-26

FISCAL YEAR
VOLUME 1
Sharona R. Nazarian, PsyD
Mayor
John A. Mirisch
Vice Mayor
Lester J. Friedman
Councilmember
Craig A. Corman
Councilmember
Mary N. Wells
Councilmember
Howard S. Fisher
City Treasurer
Nancy Hunt-Coffey
City Manager
Ryan Gohlich
Assistant City Manager
Keith Sterling
Deputy City Manager

PROFILE OF BEVERLY HILLS, CA
__________________________________________
The City of Beverly Hills, a long-established residential city and commercial center, is located within Los Angeles County in Southern California. The City, incorporated in 1914, had a population of 31,806 as of January 2024, per the California Department of Finance. From the beginning, when it was planned as a subdivision in 1906, Beverly Hills was designed as a special place. In subsequent years, much has changed, but not the desire to keep it special. As a result, the City of Beverly Hills has established a tradition of providing residents, businesses, and visitors with a superior level of public safety services, premium life enrichment opportunities, and a renowned physical environment. From rolling hillside estate homes, to charming family bungalows and apartments, to a world renowned business community, Beverly Hills provides its residents, visitors, and business partners a community often sought but rarely found in modern urban centers.

Beverly Hills is blessed by a healthy business community. Revenues generated from the business sector represent the majority of total General Fund revenues. This allows the City to provide residents with the finest of residential living environments: clearly the City Council’s first objective. Over the last few years, Beverly Hills has become the home of many entertainment industry headquarters.

The City has also attracted the most prestigious art galleries in the country, and some of the major talent agencies. In the retail field, Beverly Hills has enjoyed remarkable reinvestment in all geographical and market areas.

City of Beverly Hills
Fiscal Year 2025-26
Operating Budget, Volume 1
Proposed, May 2025
Nancy Hunt-Coffey, City Manager
Ryan Gohlich, Assistant City Manager
Keith Sterling, Deputy City Manager

Jeff S. Muir, Director of Finance
Tatiana Szerwinski, Assistant Director of Finance
Brandy Gros, Budget Manager
James Bernier, Budget and Financial Analyst
Ani Keshishian, Budget and Financial Analyst
City of Beverly Hills
455 North Rexford Drive
Beverly Hills, California 90210
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
TABLE OF CONTENTS 1
Table of Contents
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
TABLE OF CONTENTS 2
Table of Contents
Table of Contents ............................................................................................................................................. 1 Budget Message ............................................................................................................................................... 5 Citywide Organizational Chart ......................................................................................................................... 31 Budget Introduction ........................................................................................................................................ 33 Budget Summaries .......................................................................................................................................... 37 General Fund Forecast ..................................................................................................................................... 67 Budget Enhancements ...................................................................................................................................... 73 Department Budgets ....................................................................................................................................... 77 Policy and Management ................................................................................................................................................................ 79 City Attorney ................................................................................................................................................................................ 85 City Clerk ..................................................................................................................................................................................... 89 Finance ........................................................................................................................................................................................ 93 Human Resources ......................................................................................................................................................................... 99 Police Department ...................................................................................................................................................................... 105 Fire Department ......................................................................................................................................................................... 111 Community Development ............................................................................................................................................................ 117 Information Technology .............................................................................................................................................................. 123 Public Works .............................................................................................................................................................................. 129 Community Services .................................................................................................................................................................... 139 Non-Departmental ........................................................................................................................................ 145 Parking Authority ......................................................................................................................................... 149 Supplemental Information .............................................................................................................................. 151 Budget Enhancement Details ....................................................................................................................................................... 153 Department Divisions and Ongoing Tasks ..................................................................................................................................... 203 Policy and Management ......................................................................................................................................................... 205 City Attorney ......................................................................................................................................................................... 211 City Clerk .............................................................................................................................................................................. 213 Finance ................................................................................................................................................................................. 217 Human Resources .................................................................................................................................................................. 221 Police Department ................................................................................................................................................................. 223 CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
TABLE OF CONTENTS 3
Fire Department .................................................................................................................................................................... 229 Community Development ....................................................................................................................................................... 235 Information Technology ......................................................................................................................................................... 241 Public Works ......................................................................................................................................................................... 245 Community Services ............................................................................................................................................................... 261 CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
4 CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET MESSAGE 5
Budget Message
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
6 CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET MESSAGE 7
Nancy Hunt-Coffey, City Manager
Honorable Mayor, City Council Members, Residents, and Stakeholders of Beverly Hills:

It is my privilege to present the Fiscal Year (FY) 2025-26 Proposed Operating Budget for the City of Beverly Hills. This document reflects our ongoing commitment to delivering the exceptional level of service that our community expects, while also responding to emerging challenges and strategic priorities set by the City Council.

This year’s budget continues our tradition of prudent fiscal management, balancing near-term needs with long-term sustainability. Shaped by the City Council’s priorities for the coming year, foremost emphasis has been placed on investments in public safety, including preparations for the opening of the new Metro stations, construction of a Public Safety Center kiosk on the Wilshire/La Cienega Metro Station platform, dedicated Police Department staffing for that facility, and the deployment of advanced technologies to enhance community security and business continuity. The Council remains committed to community safety, health, and well-being, advancing housing initiatives, pedestrian safety, ongoing emergency preparedness, and expanding programs for residents in arts, culture, and wellness. Significant resources are also dedicated to promoting environmental stewardship such as implementation of the Climate Action and Adaptation Plan and continued water resilience, and supporting vital infrastructure and facilities maintenance and upgrades, ongoing maintenance of public spaces, and streetscape improvements.

As we look ahead, we recognize both the opportunities and fiscal pressures that lie before us. While Beverly Hills remains in a strong financial position, we are mindful of projected expenditure growth in future years and the need to identify new efficiencies and revenue sources to ensure our high standards of service while maintaining prudent financial practices for the City’s long-term stability. Compounding our internal fiscal considerations are significant external economic headwinds, creating a less predictable environment for revenue forecasting. Specifically, the potential for a global economic slowdown and even recession, coupled with persistent inflation and the uncertain trajectory of interest rates, introduces volatility. Ongoing trade tensions and the risk of escalating tariffs, alongside geopolitical instability, further cloud the outlook.

Domestically, shifts in federal immigration enforcement, the evolving labor market, and the uncertain national political climate all contribute to this reduced predictability. While precisely quantifying the impact of these multifaceted external factors remains challenging, they underscore the critical importance CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET MESSAGE 8
of prudent fiscal management to ensure the City's long-term financial stability. Additionally, the City is currently engaged in labor negotiations with its three sworn employee associations, with existing agreements expiring in mid-2025. The outcome of these negotiations regarding wages and benefits for public safety personnel may add to the City’s funding needs in the coming year.

The FY 2025-26 Proposed Budget reflects a careful balance between sustaining essential services, advancing Council priorities designed to keep Beverly Hills secure, vibrant, and resilient, and ensuring that investments align with the Council’s vision and the community’s evolving needs. The following sections provide a detailed overview of the City’s economic conditions, revenue projections, expenditure plans, and the strategic initiatives that will shape Beverly Hills in the year ahead.

Economic Conditions
This past year has presented a complex landscape of economic and geopolitical shifts, demanding both vigilance and adaptability in our fiscal planning. Globally, we have witnessed continued volatility. While certain economic indicators suggest resilience, persistent uncertainties stemming from international conflicts and evolving trade dynamics necessitate close monitoring. The ongoing tensions in the Middle East, coupled with the protracted Russia-Ukraine conflict, have contributed to fluctuations in energy markets and supply chains, impacting global economic stability. Furthermore, the shifting landscape of international trade, marked by changing tariff policies, introduces unpredictability across various sectors of the global economy.

Nationally, the U.S. economy has demonstrated a degree of resilience, yet it remains susceptible to policy changes and market adjustments. The presidential administration's agenda, marked by significant proposed reductions in non-defense discretionary spending and regulatory adjustments, has introduced both opportunities and challenges. Notably, adjustments to existing tariffs and the potential for new trade barriers create economic uncertainty for businesses and consumers alike. While some sectors have experienced growth, inflationary pressures persist, and the Federal Reserve's response to these pressures continues to shape the economic outlook. The labor market, while generally robust, exhibits regional disparities, with California's unemployment rates remaining elevated compared to national averages.

Furthermore, shifts in federal policies regarding infrastructure, technology, and environmental regulations are beginning to reshape industry landscapes, requiring proactive strategies at the local level.

Locally, Beverly Hills has navigated these broader trends with a focus on maintaining our community's unique character and economic vitality. Property values have remained relatively stable, yet the higher interest rate environment has tempered real estate transaction volumes. Our commercial sector, particularly our renowned retail and hospitality industries, has demonstrated resilience in some areas while also facing distinct challenges, with the hospitality sector actively working to navigate the impacts of reduced international travel, as consumer behaviors evolve and businesses navigate the uncertainties related to potential supply chain disruptions and shifts in import/export costs due to tariff adjustments. The City's commitment to strategic investments in infrastructure, technology, and community services helps position us to navigate these changes. Looking ahead, the City must maintain a balanced approach, fostering economic growth while ensuring the preservation of our community's high standards and quality of life.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET MESSAGE 9
Moving forward, carefully monitoring national and international policy shifts, particularly trade policies and their potential local economic impact, will be crucial to ensuring Beverly Hills remains a premier city for residents, businesses, and visitors alike.

Current Year Highlights
Based on the guidance and direction of the City Council, City Departments continued to provide a high level of service to the community during the current fiscal year.  Police Department: Building upon its technological infrastructure and proactive strategies, the Police Department marked the third anniversary of the Real Time Watch Center (RTWC) while continuing to enhance capabilities. Key advancements included expanding the network of City cameras and automated license plate recognition (ALPR) systems, further improving situational awareness and investigative effectiveness. In a proactive effort to combat organized retail theft, the Department secured grant funds to fund additional investigative personnel, camera operators, and an electronic detection K-9. The Department, in collaboration with the Information Technology Department and Fleet Services, repurposed and upgraded its Mobile Advanced Technology Control Center vehicle for exclusive use in Police Department drone operations, enhancing drone deployment flexibility during special events and operations. Ongoing research into artificial intelligence applications aims to further improve the effectiveness of drones, cameras, and ALPR systems through partnerships for program development and testing. Demonstrating its commitment to rapid response, the Beverly Hills Police Department’s emergency call response times remained under three minutes, while the Department successfully managed multiple major special events, including the Golden Globes, the Vanity Fair party, the Los Angeles Marathon, and the Father’s Day Car Show.
 Fire Department: Demonstrating a commitment to proactive safety and community support, the Fire Department implemented key advancements and outreach programs throughout the fiscal year. The Department strengthened emergency response capabilities by implementing a new, stateof-the-art station alerting system and conducting a Citywide Outdoor Warning System Siren test to improve public notification during critical events. To enhance patient care, a healthcare coordination agreement was established with the University of California, Los Angeles (UCLA), fostering better service for mutual patients within the community. Engaging with residents through impactful outreach, the Fire Department connected with residents through the Girls’ Empowerment Camp, Junior Firefighter Camp, and Team Beverly Hills. Leading the City’s multidepartmental unhoused collaboration team (consisting of Beverly Hills Outreach Team, Rangers, ambassadors, Public Works staff, nurse practitioners, and contracted security), the Human Services Division successfully coordinates outreach. To-date, the Beverly Hills Scattered Site Housing Program (operated by Step Up on Second) provided housing and wrap around services to 17 formerly unhoused individuals. Recognizing the critical need for wildfire preparedness and response strategies, the Department secured grant funding from the California Fire Safe Council to develop the City’s first-ever Community Wildfire Protection Plan (CWPP). Demonstrating regional support, the Department provided significant mutual aid through multiple strike team CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET MESSAGE 10
deployments for the Bridge Incident (September 2024), the Frankline Fire (December 2024), and the devastating Palisades Fire (January 2025). The City’s Emergency Management Division was integrated into the Fire Department to streamline preparedness and response functions, and the Department welcomed a new Fire Inspector, Assistant Chief/Fire Marshall, and Assistant Chief/Training Officer, further strengthening the leadership and expertise of the Fire Department team.
 Public Works: Driven by a commitment to innovation and environmental stewardship, the Public Works Department achieved significant milestones in infrastructure and sustainability. Notably, 65 level 2 EV charging ports were commissioned at Public Works, with additional charging infrastructure implemented for Police and Fire fleet vehicles, supporting the transition to electric mobility. A collaborative effort made by Public Works, Finance, and Information Technology successfully launched WaterSmart, a user-friendly tool empowering residents to actively manage their water consumption and billing. Demonstrating the City’s commitment to reducing environmental pollution, waste reduction efforts included the City Council's adoption of the Single-Use Plastic and Polystyrene Ordinance for food service establishments. Energy resilience progressed with the launch of the "Power on BH" pilot program aimed at enhancing the City’s energy independence and resilience. A dedicated Sustainability Team was established within the Department to focus on carbon reduction, waste diversion, and water efficiency. Finally, the development of public spaces continued, with parklets now progressing according to established City guidelines, ensuring thoughtful and safe construction of these community amenities.  Community Services: Focused on fostering a thriving community, the Community Services Department made significant strides in enhancing parks and facilities while expanding community engagement opportunities. Park and facility improvements included completing the La Cienega Park restroom renovation (in collaboration with Public Works) to provide more accessible and modern facilities for park visitors, advancing new playground designs for La Cienega Park and Arnaz Mini Park (groundbreaking anticipated late 2025), promising updated and engaging play spaces for children, and starting ADA-compliant restroom construction at Will Rogers Park (completion expected early 2026). Community and cultural event offerings expanded significantly, including Jewish American Heritage Month, Nowruz displays, the October 7th Memorial flag art display, and the tri-Commission Day of Wellness. Greystone Mansion saw new programming with Family Dance Night and "Greystone in the Movies," offering unique cultural experiences. Fostering community engagement in outdoor spaces and wider age-ranged programming, recreation enhancements included a new Yappy Hour for "Parks Make Life Better" month, expanded Holidays at Greystone, and increased teen programming like Teen Paint Night. The Library resumed full Storytime and Preschool Dance Parties and hosted the annual Elementary Art Show. Commissiondriven events like Beverly Hills Reads! and Festival Beverly Hills expanded, with the latter relocating to Beverly Gardens Park, supporting youth literacy and creativity. Community Services also began supporting the Next Beverly Hills Committee and the Paley Center for Media opened The Paley Archive at the Library.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET MESSAGE 11
 Community Development: Dedicated to improving the quality of life and facilitating responsible growth, the Community Development Department made significant strides in service delivery and major project oversight. Online services were further expanded with the implementation of online applications for solar panel and roofing permits, providing greater convenience for residents. The Preapproved ADU Program was established, offering homeowners streamlined approval for accessory dwelling units using pre-reviewed designs. The Rental Unit Registration Program achieved a record-high 98% registration rate for rent-stabilized units, demonstrating effective program administration. Key milestones were reached in the oversight of major development projects, including the completion of Rosewood Residences, completion of the Environmental Impact Report for the Saks Specific Plan project, and substantial progress on the initial stages of construction for the One Beverly Hills project. These collective efforts and commitment to excellence culminated in significant statewide recognition, with the California Building Officials (CALBO) naming Beverly Hills the 2024-25 Building Department of the Year.  Policy and Management: Beyond its core responsibilities of supporting the City Council and providing departmental oversight, the Policy and Management Department actively collaborated across the City to implement Council policies and Mayoral initiatives, as demonstrated by the following:
 Partnering with the Police Department to launch Beverly Hills Connect, a voluntary public-private partnership connecting privately owned public-facing cameras to the Police Department’s Real Time Watch Center;
 Completing public outreach and coordinating with the Fire Department to conduct emergency siren testing;
 Hosting the Mayors Summit Against Antisemitism, attended by over 200 mayors across North America;
 Representing the City’s interests to state legislators by taking positions on 76 pieces of state legislation, with many resulting in outcomes aligned with the City’s goals;  Maintaining strong relationships and executing signature events with the Chamber of Commerce, the Conference and Visitors Bureau, and the Rodeo Drive Committee to support the local economy and tourism;
 Establishing an ad-hoc committee for a permanent October 7th memorial to honor victims and promote remembrance, and a Real Estate Committee to identify strategic opportunities for economic sustainability and affordable housing on City-owned properties;
 Establishing a new priority-setting process for the City to enhance strategic planning;  Making significant progress on revising the City Council policy manual to improve governance and transparency;
 Negotiating with Metro for the development of a Public Safety Center on the plaza of the future La Cienega Metro station to enhance public safety; and  Realigning commission responsibilities to improve efficiency and focus.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET MESSAGE 12
 Information Technology: Guided by its five-year master plan, the Information Technology Department drove key initiatives to enhance service accessibility, efficiency, and security through remote platforms and automation. The Department successfully completed year one of its five-year master plan that is closely aligned with City Council priorities. In public safety, the Community Video Security program and ALPR system were expanded to high-priority locations, strengthening surveillance and response. New technology bolstered Real Time Watch Center capabilities, aligning with Council priorities. The Real Time Watch Center’s upgraded platform improved stakeholder communication, AI-powered records management enhanced data analysis, and CCTV coverage was extended. Radio infrastructure and fire apparatus upgrades further improved emergency response. Website upgrades, including transaction automation and expanded property information, improved the digital experience while expanded public-facing Geographic Information System (GIS) applications increased access to critical data. AI-based systems optimized efficiency and customer service, while cybersecurity was reinforced through advanced Security Information and Event Management (SIEM) functionality, improved asset management, and malware-resistant backups. Replacing mission-critical network and data center infrastructure strengthened system reliability. These advancements reflect the Information Technology Department’s commitment to innovation, security, and improved community services.  Finance: The Finance Department played a pivotal role in ensuring the City’s financial stability and advancing key strategic projects. Beyond the annual budget and Annual Comprehensive Financial Report, the Department regularly briefed the City Council on financial performance, including a ten-year forecast. Finance collaborated with Policy and Management to advance cost reduction strategies and revenue enhancement opportunities, and this is still underway. Working with Citywide departments, Finance also prepared the annual update to the Schedule of Taxes, Fees and Charges. Another significant achievement was the successful transition of banking services to J.P.

Morgan Chase, paving the way for merchant card processing conversion next fiscal year.

Furthermore, Finance partnered with Information Technology to upgrade the City’s financial reporting software, aiming to enhance efficiency and data analysis. The Department also provided vital financial analysis and support and actively participated in labor negotiations with the City’s three sworn employee associations, ensuring fiscal responsibility. Finance also actively partnered with Public Works and Information Technology to support the implementation of the innovative WaterSmart platform, enabling customers to efficiently manage their water consumption and utility billing. Finally, Finance assumed responsibility for the Community Charitable Foundation, immediately beginning work to update its bylaws and gift policy, and redesign its website for online donations to enhance community engagement with the Foundation.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
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 Human Resources: Dedicated to fostering a skilled, engaged, and healthy workforce, the Human Resources Department undertook several key initiatives. The Department initiated negotiations with the City’s three sworn employee labor groups. In its ongoing effort to automate and streamline processes, Human Resources has continued to update elements of the recruitment process to further reduce the time-to-hire for City positions and implemented a new platform for the administration of certificates of insurance. Additionally, Human Resources launched professional development courses for employees and began the process of updating performance evaluation templates for all City positions. As part of our partnership with Beverly Hills High School, Human Resources participated in career development activities and developed a pilot initiative designed to give students firsthand insight into City government operations, civic engagement, and public service careers. Risk Management continued to offer mental health, wellness, and engagement events for employees which included both virtual and in-person activities and seminars. In collaboration with Community Services, Human Resources hosted another successful hiring fair for part-time positions to support summer programming.
 City Clerk: The City Clerk’s Office continued to serve as a cornerstone of City governance, providing essential support to City departments and the public across a wide range of functions.

The City Clerk’s Office successfully managed City Council meetings, commission recruitments, legal filings for Conflict of Interest forms (Form 700), legislative advocacy, and municipal election coordination, all helping ensure transparency and accountability. The Department enhanced public access to City records by leveraging platforms like askBH and the City website to consolidate resources and City records. In accordance with the Council-approved reorganization of the City Clerk’s Office, key positions are being filled to meet the City’s expanding service needs.

Enhancements
This budget recommends 27 enhancement requests (some across multiple fund types) for FY 2025-26 netting to $13.2 million across all City funds after consideration of position, revenue, and other cost offsets of $1.5 million. A significant portion of this amount ($7.8 million) is related to one-time cost items, including $4.5 million for private security. Of the $5.4 million in recurring costs, $2.0 million is in the General Fund. The most significant recurring General Fund enhancement requests relate to funding needs for existing Council-approved contracts, including $0.9 million for annual tree maintenance services; $0.6 million for safety and hospitality ambassador services; and $0.4 million for the Joint Powers Agreement with the Beverly Hills Unified School District. For non-General Fund enhancements, the most significant are a one-time request of $2.2 million for a permitting and licensing software platform funded by CD Technology Fund special revenue, and recurring requests in enterprise funds of $1.1 million for the wholesale purchase of water based on Metropolitan Water District (MWD) scheduled rate increases and $0.7 million for contractual rate increases for commercial solid waste management and residential solid waste processing and disposal services. Recommended enhancements for FY 2025-26 are summarized below.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
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In addition to the above enhancements recommended by the City Manager, staff requests City Council consideration and direction regarding the following four proposed enhancements for FY 2025-26. The Police Department is requesting the addition of six Community Service Officers ($0.8 million recurring cost) and related equipment needs ($0.3 million one-time cost) to staff the anticipated kiosk at the Wilshire/La Cienega Metro Station 1 and provide other administrative support to the Department. In addition, City Council’s direction is requested on funding the estimated $0.3 million on-time cost of a nexus study for establishing development impact fees to address the community impacts caused by new development. Finally, staff is requesting City Council direction on the one-time allocation of an additional $0.2 million to maintain service levels for the 2025 Next Night Street Festival. Budget enhancements presented for Council consideration have been incorporated into the figures presented in the proposed budget.

Request # Request Title Fund Department
Request Cost Offset Total Net OneTime Cost
Net Recurring
Cost
170-003 Private Armed Security Services 001 4,500,000 $ - $ 4,500,000 $ 4,500,000 $ - $ 350-001 Engineering/Project Administration Restructure 001 124,680 (118,128) 6,552 - 6,552 350-002 Vehicles for Public Works Inspectors (8) 001 3 (19,200) 60,000 340,800 360,000 (19,200) 350-003 Tree Trimming, Maintenance, Removal, and Replacement 001 870,000 - 870,000 - 870,000 350-006 Transportation Manager 001 201,118 (194,709) 6,409 - 6,409 350-013 Sustainability Program 001 150,000 - 150,000 - 150,000 400-001 Early Education Programming 001 150,000 (70,000) 80,000 25,000 55,000 400-002a Community Services Assistant 001 52,896 (43,000) 9,896 - 9,896 400-002b Pickleball Programming 001 6,400 - 6,400 6,400 - 400-004 Safety and Hospitality Ambassadors 001 558,501 - 558,501 - 558,501 400-005 BHUSD Joint Powers Agreement 001 400,000 - 400,000 - 400,000 General Fund Total 7,373,595 (445,037) 6,928,558 4,891,400 2,037,158 270-001 Tyler Technologies Enterprise Permitting and Licensing Software Platform Implementation 004 2,226,498 - 2,226,498 2,226,498 -
270-002 Objective Design Standards 140 200,000 - 200,000 200,000 - 350-004 Burton Way Median Operations and Maintenance 280 250,000 - 250,000 - 250,000 Special Revenue Funds Total 2,676,498 - 2,676,498 2,426,498 250,000 050-001 Litigation and Special Services 480 300,000 - 300,000 - 300,000 050-002 City Attorney Rate Increase 480 102,000 - 102,000 - 102,000 170-001 CAD/Mobile/RMS Systems Upgrade to the Cloud 410 457,193 - 457,193 81,000 376,193 310-001 Software Licensing and System Maintenance Costs 410 271,300 - 271,300 10,900 260,400 350-001 Engineering/Project Administration Restructure 480 725,605 (671,611) 53,994 - 53,994 350-002 Vehicles for Public Works Inspectors (8) 480, 490 12,000 (19,200) (7,200) - (7,200) 350-007 Senior Project Manager (Two-Year Limited Term) 480 262,647 - 262,647 - 262,647 350-008 Customer Service Representative Regular Part-Time 480 82,517 - 82,517 - 82,517 400-002b Pickleball Programming 410 19,200 (19,200) - - - Internal Service Funds Total 2,232,462 (710,011) 1,522,451 91,900 1,430,551 350-001 Engineering/Project Administration Restructure 800 - (162,109) (162,109) - (162,109) 350-005 Water Quality Sampling 800 315,000 - 315,000 280,000 35,000 350-009 Water Purchases 800 1,105,912 - 1,105,912 - 1,105,912 350-010 Athens Agreement - Yearly Consumer Price Index Increase 830 676,646 - 676,646 - 676,646 350-011a Water Quality Program Enhancement Laboratory Staffing : Water Quality Technician Upgrade 800, 840 109,246 (208,177) (98,931) - (98,931) 350-011b Water Quality Program Enhancement: Accrediting Laboratory Supplies 800 55,000 - 55,000 - 55,000 350-012a Environmental Maintenance Worker (Metro) 830, 850 99,325 - 99,325 - 99,325 350-012b Environmental Maintenance Equipment (Metro) 850 93,500 - 93,500 93,500 - Enterprise Funds Total 2,454,629 (370,286) 2,084,343 373,500 1,710,843 27 Total Recommended Enhancement Requests $ (1,525,334) 14,737,184 $ 13,211,850 $ 7,783,298 $ 5,428,552 $ FY 2025-26 BUDGET ENHANCEMENT SUMMARY (RECOMMENDED)
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET MESSAGE 15
The following summary presents one recurring enhancement previously approved mid-year by City Council in FY 2024-25, which has been included in the FY 2025-26 proposed budget.

In addition, the proposed budget includes increases in non-discretionary expenditures, the most notable of which are summarized below.
 The provision for insurance premiums (liability, property, workers’ compensation, etc.) includes an increase of $0.7 million (or 4.5%) from $15.4 million to $16.1 million based on estimates from the City’s insurance broker.
 Budgeted expenditures for Citywide utilities (gas, water, power) include an increase of $0.8 million (or 12.5%) from $6.4 million to $7.2 million to better align with the current trend for utility costs incurred.
 To address increased claims activity in the current year and adequately maintain fund reserves, the budget for workers’ compensation charges has been increased by $1.5 million (33.3%). This brings the total allocation for workers’ compensation charges to $6.0 million, restoring the budget to its historical average after last year’s allocation was temporarily reduced as a budget-balancing measure to offset rising costs in other areas.

It should be noted that this budget does not include an enhancement request for Police Department staffing of Metro Station 2 at Wilshire Blvd. and Reeves Drive, which is scheduled to open by December 2026 according to current projections from Metro. However, it is anticipated that such a request will be made in the FY 2026-27 proposed budget, concurrent with the estimated opening of the second Beverly Hills station.

Request # Request Title Fund Department
Request Cost Offset Total Net OneTime Cost
Net Recurring
Cost
170-002a Community Service Officer (6) 001 772,348 $ - $ 772,348 $ - $ 772,348 $ 170-002b CSO Equipment and Vehicles (2) 001 280,000 - 280,000 280,000 - 270-003 Development Impact Fee Nexus Study 001 330,000 - 330,000 330,000 - 400-003 Next Night Street Festival Funding 001 150,000 - 150,000 150,000 - General Fund Total 1,532,348 - 1,532,348 760,000 772,348 170-002b CSO Equipment and Vehicles (2) 410 20,000 - 20,000 20,000 - Internal Service Funds Total 20,000 - 20,000 20,000 -
4 For Council Consideration $ - 1,552,348 $ 1,552,348 $ 780,000 $ 772,348 $ 31 TOTAL PROPOSED ENHANCEMENTS $ (1,525,334) 16,289,532 $ 14,764,198 $ 8,563,298 $ 6,200,900 $ FY 2025-26 BUDGET ENHANCEMENT SUMMARY (FOR COUNCIL CONSIDERATION) Approval
Date Title and Item # Fund Total
7/16/2024 Water Purchases (Pass-through charges) (Study Session Item A-3) 800 210,244 $ Enterprise Funds Total 210,244
1 Total Enhancement Request Previously Approved* $ 210,244 *Excludes personnel cost increases for reclassifications.

FY 2025-26 BUDGET ENHANCEMENT SUMMARY (PRIOR COUNCIL APPROVAL) CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET MESSAGE 16
General Fund
The General Fund is the City's primary operating fund, supported by diverse revenue sources such as taxes, licenses and permits, service charges, fines, investment earnings, and rental income. These funds are largely discretionary, providing the City Council broad authority to allocate resources to programs and services as needed with few restrictions. General Fund dollars support essential public services including police, fire, parks and recreation, community development, public works functions like engineering and transportation, and administrative support. Because this fund is the most susceptible to economic downturns, it requires significant focus in fiscal planning.

General Fund Revenue Summary

For FY 2025-26, General Fund operating revenue is projected at $338.9 million. This represents a $6.1 million (1.8%) increase compared to the FY 2024-25 adopted budget ($332.8 million) and a $3.6 million (1.1%) increase over forecasted FY 2024-25 actual revenue ($335.3 million). Key components include:
 Property Tax: Continuing as a dominant and consistent revenue source, property tax is forecasted to reach $104.8 million in FY 2024-25, slightly exceeding the adopted budget ($103.5 million) by $1.3 million (1.3%). For FY 2025-26, revenue is projected at $114.1 million, a significant increase of $10.6 million (10.2%) over the FY 2024-25 adopted budget. This growth is primarily driven by projected assessed valuation increases, a higher actuarily determined property tax override for public safety pension costs, and the anticipated receipt of deferred payments related to extensions granted following the Eaton and Palisades Fires.

Category
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2024-25
Forecasted
FY 2025-26
Proposed
Property Tax 101.8 $ 100.9 $ 103.5 $ 104.8 $ 114.1 $
Sales Tax 41.4 43.3 44.8 47.4 45.5
Transient Occupancy Tax 51.8 48.0 51.2 47.4 46.4
Business Tax 58.1 61.2 62.6 62.6 64.2
Other Taxes 1.2 1.7 0.9 1.4 1.2
Intergovernmental Revenue 1.1 1.5 0.5 0.9 0.4
Licenses and Permits 22.1 22.7 30.0 27.7 29.3
Fines and Penalties 6.8 6.5 6.1 5.8 5.2
Use of Money and Property 5.4 7.8 10.1 9.6 10.7
Service Fees and Charges 12.6 15.7 11.7 14.7 12.0
Miscellaneous Revenue* 11.5 11.9 11.4 13.0 9.9
Total General Fund Operating Revenue 315.7 $ 319.3 $ 332.8 $ 335.3 $ 338.9 $ *Excludes one-time public benefit contribution revenue.

General Fund Operating Revenue (in millions)
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET MESSAGE 17
 Sales Tax: The FY 2024-25 sales tax forecast is $47.4 million, exceeding the adopted budget ($44.8 million) by $2.6 million (5.8%). This higher forecast is largely due to the significant recovery of prior year missed payments. For FY 2025-26, reflecting continued economic uncertainty, our sales tax consultant projects a conservative $45.5 million in revenue. While this projection is $0.7 million (1.6%) above the FY 2024-25 adopted budget, it is $1.9 million (4.0%) lower than the FY 2024-25 forecast ($47.4 million) because the latter included non-recurring prior year payment recoveries.  Transient Occupancy Tax (TOT): The FY 2024-25 TOT forecast of $47.4 million represents a $3.8 million (7.4%) shortfall against the adopted budget ($51.2 million). Projections for FY 2025-26 anticipate a further decrease to $46.4 million, which is $4.8 million (9.4%) below the FY 2024-25 adopted budget. This downward trend is primarily driven by a significant decline in international tourism observed in early 2025—which impacted local TOT receipts in February and March—and aligns with broader forecasts of reduced international visitation to California and Los Angeles. Key factors contributing to this include new federal policies impacting travel sentiment, a strong U.S. dollar, reduced flight availability, and global economic uncertainties, all of which particularly affect a luxury destination like Beverly Hills reliant on international travelers and their impact on hotel occupancy.
 Business Tax: (Factors include hours worked and gross receipts). Forecasted FY 2024-25 revenue is projected to equal the adopted budget of $62.6 million. FY 2025-26 business tax revenue is projected at $64.2 million, a small increase of $1.6 million (2.6%) from the FY 2024-25 adopted budget, based on current results and expected CPI adjustments to the tax rates.  Other Revenue: All other General Fund operating revenues are forecasted at $73.1 million for FY 2024-25, exceeding the adopted budget ($70.7 million) by $2.4 million (3.4%). For FY 2025-26, these revenues are projected to decrease by $2.0 million (2.8%) to $68.7 million compared to the FY 2024-25 adopted budget. This decrease is primarily due to projections for Metro-related revenue associated with reimbursable expenses. Expected one-time public benefit contributions are excluded from this category.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET MESSAGE 18
General Fund Expenditure Summary

The proposed General Fund budget for FY 2025-26 provides for $315.8 million in operating expenditures, representing an increase of $2.9 million (or 0.9%) compared to the FY 2024-25 adopted budget of $312.9 million. This increase primarily reflects higher personnel costs as stipulated by negotiated MOUs for nonsworn employee labor associations and projected increases for sworn labor associations, as well as proposed budget enhancement requests for both positions and non-position-related items. Partially offsetting these increases is a decrease in contractual services, mainly due to lower Metro-related expenditures (which are 100% reimbursable by Metro), and a net decrease in internal service fund charges, primarily resulting from reduced capital funding requirements and lower debt service payments.

General Fund Interfund Transfers

The FY 2025-26 proposed budget provides for transfers out of the General Fund totaling $21.4 million, which includes $11.5 million to the Infrastructure Fund to support capital projects and $3.2 million for related debt service payments, $5.5 million to subsidize Stormwater Fund operations and capital projects, and $1.2 million for the use of Water Fund property. Additionally, there is a transfer into the General Fund of $6,000 from the Gas Tax Fund for reimbursement of certain administrative costs.

Category
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2024-25
Forecasted
FY 2025-26
Proposed
Salaries and Benefits 142.5 $ 153.6 $ 162.0 $ 158.6 $ 171.0 $ Materials and Supplies 2.7 2.4 2.6 2.6 2.8
Contractual Services 50.6 57.3 60.9 66.7 57.1
Internal Service Fund Charges 66.6 73.1 80.3 80.3 77.4
Other Charges 5.9 10.7 7.1 6.7 7.5
Total General Fund Operating Expenditures 273.1 $ 292.3 $ 312.9 $ 314.9 $ 315.8 $ General Fund Operating Expenditures (in millions)
Description
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2024-25
Forecasted
FY 2025-26
Proposed
Transfer to Infrastructure Fund 12.5 $ 24.4 $ 12.5 $ 12.5 $ 11.5 $ Transfer to Stormwater Fund 3.4 4.5 5.0 5.0 5.5
Transfer to Parking Fund 6.0 3.0 - - -
Debt Service Payments 3.2 3.2 3.2 3.2 3.2
Use of Water Fund Property 1.2 1.2 1.2 1.2 1.2
Transfer for Real Property Acquisition 8.0 8.4 - - -
Transfer for JPA (CCTV Cameras) - 2.0 - - -
Transfer for Unhoused Assistance 0.5 - - - -
Other Transfers - 0.2 - - -
Total General Fund Transfers Out 34.8 $ 46.9 $ 21.9 $ 21.9 $ 21.4 $ General Fund Transfers Out (in millions)
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET MESSAGE 19
General Fund Results
To summarize the FY 2025-26 proposed General Fund budget, total revenue before one-time public benefit contributions of $338.9 million exceeds total expenditures of $337.2 million, resulting in a net surplus of $1.7 million (0.5% of proposed General Fund appropriations). Additionally, the General Fund is projected to receive $10.0 million in one-time public benefit contributions in FY 2025-26. Consistent with prudent financial practice, these one-time funds are not generally recommended for supporting ongoing operating costs, but provide resources that can be utilized as directed by Council to support key community priorities or enhance the City’s financial resilience.

Category
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2024-25
Forecasted
FY 2025-26
Proposed
Operating Revenue $ 319.3 315.7 $ 332.8 $ 335.3 $ 338.9 $ Transfers In - - - 3.0 -
Total Revenue 1
319.3 315.7 332.8 338.3 338.9
Operating Expenditures 292.3 273.1 312.9 314.9 315.8
Transfers Out 46.9 34.8 21.9 21.9 21.4
Total Expenditures 307.9 339.2 334.8 336.8 337.2
General Fund Surplus/(Deficit) before
One-Time Public Benefit Contributions
(19.9) 7.8 (2.0) 1.5 1.7
Public Benefit Contribution Utilization2
- 10.0 2.0 - -
Final General Fund Surplus/(Deficit) 7.8 $ (9.9) $ - $ 1.5 $ 1.7 $ 1Total Revenue excludes one-time public benefit contributions. 2 Reflects only those public benefit contributions applied against current expenditures.

General Fund Results (in millions)
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET MESSAGE 20
General Fund Reserves
Beverly Hills benefits from strong General Fund reserves, a result of the fiscal prudence of current and prior City Councils. A primary function of these reserves is to provide stability during times of financial stress and resources for strategic one-time needs. Notably, even through the pandemic, the City preserved key reserves, including the Economic/Contingency and Budget Stabilization Reserves. Currently, overall General Fund reserves remain well above the levels required by City financial policies.

Based on forecasted results, the total General Fund reserve balance is projected to reach $248.7 million by the end of FY 2024-25, underscoring the City's robust financial health. This strong overall position enables continued adherence to prudent City financial policies. For instance, as operating expenditures grow, City policy dictates a corresponding increase in the required balance for the Economic/Contingency Reserve.

This important adjustment is proactively funded by reallocating a portion of the unassigned fund balance to the Economic/Contingency Reserve, ensuring this key reserve remains appropriately sized to meet its objectives.

General Fund Reserves (Fund Balance)
($ Millions)
FY 2023-24
Audited
Actuals
FY 2024-25
Unaudited
Forecasted
Actuals
Change from
Prior Year
Economic/Contingency Reserve (minimum 40%)
Contingency Reserve (minimum 25%) 68.7 $ 72.3 $ 3.6 $
Economic Reserve (minimum 15%) 43.4 41.2 2.2
Total Economic/Contingency Reserve 109.9 115.7 5.8
Budget Stabilization Reserve 13.0 13.0 -
Committed Fund Balance (Council earmarks)
Street Tree Removal & Replacement 1.1 1.1 -
One-time Public Benefit Contributions 6.5 19.0 12.5
One-time Capital Improvement Plan Contributions 2 26.1 6.1 - Committed Fund Balance Total 46.2 33.7 12.5
Nonspendable (long-term receivables/advances to other funds) 3.3 3.3 - Restricted (Pension trust) 25.5 25.5 -
Restricted (Metro Projects) 4.8 4.8 -
Encumbrances/Carryovers 6.5 7.9 (1.4)
Unassigned 33.7 36.6 (2.9)
Total Fund Balance $ 248.7 234.7 $ 14.0 $
NOTE: Immaterial differences may exist due to rounding.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET MESSAGE 21
General Fund Forecast
The General Fund financial forecast sets the framework of our long-term planning, providing critical insights into Beverly Hills’ fiscal trajectory and informing strategic decision-making for the City Council and our community. This forecast models General Fund revenue and expenditures, projects periods of deficit and surplus, and identifies the key assumptions and external factors that could influence our financial position in the years ahead. The full detailed forecast can be found beginning on page 67.

As part of the FY 2025-26 Proposed Budget, the City has updated its ten-year financial forecast to reflect the most current economic data, revenue trends, and expenditure projections. This forecast, last presented to City Council on March 18, 2025, continues to project considerable General Fund deficits in the near term, primarily due to a temporary decline in one-time revenue from major development projects—a revenue source on which the City has increasingly relied to support ongoing operations. These deficits are expected to reverse in FY 2029-30 with an anticipated return to surplus as these revenues resume.

The updated forecast incorporates recent economic data and refined assumptions, resulting in several notable changes from the version presented to City Council in March. Annual General Fund revenues are now projected to be $2 million to $4 million lower (approximately 1%) for fiscal years 2026-27 and beyond, primarily driven by lower Transient Occupancy Tax (TOT) estimates that reflect concerns about international travel and the broader political and trade climate. Minor downward adjustments in other revenue categories further contribute to this trend over time.

On the expenditure side, salaries and benefits are projected to be about 1.5% higher each year compared to the prior forecast, largely due to proposed additional Police Department positions and increased funding for Worker’s Compensation. Internal Service Fund (ISF) charges, meanwhile, are now expected to be 7% to 10% lower annually than previously forecasted, reflecting a more detailed analysis that accounts for reduced debt service, the proposed Capital Improvement Program budget, higher lease revenues, and alignment with actual vehicle replacement schedules.

FY 25-26 FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FY 31-32 FY 32-33 FY 33-34 FY 34-35 Proposed Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Revenue
Property Tax 114.1 $ 113.8 $ 117.2 $ 120.7 $ 127.8 $ 135.1 $ 139.3 $ 143.6 $ 148.1 $ 152.7 $ Sales Tax 46.7 45.6 47.9 49.1 50.3 51.6 52.8 54.2 55.5 56.9 Transient Occupancy Tax (TOT) 46.4 48.5 51.6 55.4 61.4 63.2 65.1 67.1 69.1 71.2 Business Tax 64.2 65.4 66.8 68.1 69.5 70.8 72.3 73.7 75.2 76.7 Other Revenue and Transfers In 68.8 53.4 52.8 63.5 65.6 67.7 68.5 69.4 70.3 71.2 Total Revenue 338.9 327.9 336.3 356.8 374.5 388.4 398.0 407.9 418.1 428.6 Expenditures
Salaries and Benefits 161.0 168.6 175.6 181.7 186.7 191.7 195.2 199.9 203.4 208.0 Other Expenditures and Transfers Out 176.2 177.9 180.8 180.5 186.7 192.2 197.9 204.3 209.9 216.3 Total Expenditures 337.2 346.4 356.4 362.2 373.4 383.9 393.1 404.2 413.3 424.3 Net Surplus / (Deficit) 1.7 (18.5) (20.1) (5.4) 1.1 4.5 4.9 3.7 4.8 4.3 Public Benefit Contribution Utilization1 - - - - - - - - - - Total Surplus / (Deficit) 1.7 $ (18.5) $ (20.1) $ (5.4) $ 1.1 $ 4.5 $ 4.9 $ 3.7 $ 4.8 $ 4.3 $ NOTE: Immaterial differences may exist due to rounding.

Category
1 Reflects only those public benefit contributions approved to be applied against current expenditures and excludes public benefit contributions expected to be earmarked for future public benefit.

General Fund Forcast (in millions)
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET MESSAGE 22
While the cumulative projected deficits for FY 2026-27 through FY 2028-29 remain substantially similar to the March forecast, the outlook for the subsequent years shows slight improvement. Notably, the forecast is designed to serve as a planning tool built on a set of reasonable, clearly stated assumptions, and it acknowledges the inherent uncertainties in projecting out ten years, particularly in the current economic environment marked by international tensions, inflationary pressures, and shifting trade policies.

In the context of ongoing economic and geopolitical uncertainties-including international conflicts, shifting trade policies, and inflationary pressures-financial projections remain more challenging than in typical years. These conditions reinforce the need for prudent fiscal management, ongoing monitoring, and flexibility as we navigate both near-term deficits and the eventual return to surplus in the latter years of the forecast. The City’s commitment to maintaining high service standards for our community is unwavering, even as we make strategic adjustments to ensure long-term financial stability.

Update on Cost Reduction Plans and Revenue Enhancement Opportunities In response to our long-term financial forecasts and building on the March 2024 Blue Ribbon Committee recommendations, the City has proactively initiated a comprehensive effort to ensure fiscal sustainability through both strategic cost reductions and revenue enhancements.

Several key initiatives were completed this past year, laying a strong foundation. A new Citywide strategic planning framework, establishing seven clear priority areas for FY 2025-26, was adopted to ensure our budget and work plans are closely aligned with community and Council goals. Significant reform of the Community Assistance Grant Funding program, including a transition to service provider contracts for certain services and a hiatus for others, is projected to reduce planned grant expenditures by nearly $0.6 million in the upcoming fiscal year. Furthermore, operational efficiencies in providing unhoused transport services secured approximately $0.9 million in one-time savings.

Building on this progress, numerous other strategies are actively underway. We are conducting comprehensive reviews of programs such as the City Ambassadors and City-sponsored events, alongside departmental operating budgets, to identify further efficiencies. City commissions and committees are being reconfigured to enhance effectiveness and reduce administrative costs, which has already included the sunsetting of the Rent Stabilization Commission. For our Capital Improvement Program, more rigorous, zero-based budgeting principles will be applied in the upcoming year to optimize expenditures and prioritize essential maintenance.

Concurrently, revenue enhancement opportunities are being pursued. This includes a thorough review of our business tax structure to align with best practices and an analysis of community service fees to improve cost recovery. Options for future insurance coverage are also under examination for potential long-term savings.

These concerted efforts reflect our commitment to proactive fiscal stewardship. While this important work is ongoing, the actions taken and those in progress are vital for maintaining our high level of service and ensuring the City of Beverly Hills' long-term financial health and resilience.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET MESSAGE 23
Enterprise Funds
The City’s Enterprise Funds are designed to operate as self-supporting, business-type entities, providing essential services to the community while generating revenues intended to cover their operating costs and capital investments, much like private sector entities. These funds include operations such as water, parking, solid waste, wastewater, and stormwater. The Water Funds include the Water Enterprise Fund, Water Capacity Fee Fund, and Water Supply Fee Fund; the Parking Funds comprise the Parking Enterprise Fund and Parking Authority Fund; the Solid Waste Fund includes the Solid Waste Enterprise Fund; the Wastewater Funds encompass the Wastewater Enterprise Fund and Wastewater Capacity Fee Fund; and the Stormwater Funds consist of the Stormwater Enterprise Fund, Stormwater Measure W – Regional Program Fund, and Stormwater Department of Water Resources Prop 1 Fund.

The following section provides a summary of FY 2025-26 projected revenues and expenses for each Enterprise Fund, highlighting the City’s commitment to efficient service delivery, fiscal sustainability, and ongoing investment in critical infrastructure. Projected revenues reflect a combination of user fees, service charges, and other revenue sources. They are generally structured to fully support the operational and capital needs of each enterprise activity without reliance on the City’s General Fund. A notable exception is the Stormwater Fund; due to state regulations under Proposition 218 that limit the amount of user fees the City can charge for stormwater services, this fund requires significant annual General Fund subsidies to ensure regulatory compliance and maintain essential operations.

Expense budgets for the Enterprise Funds include all anticipated operating costs, maintenance, debt service, and planned capital investments necessary to sustain high-quality service delivery, informed by cost-ofservice studies, regulatory requirements, and infrastructure needs. The City remains focused on balancing affordability for ratepayers with the long-term financial health and sustainability of each enterprise operation.

Projected year-end balances for each fund are generally close to balanced, though variability is normal and expected. This reflects factors like the sporadic nature of certain expenses and, importantly, the deliberate accumulation of reserves for significant capital projects. Consequently, apparent surpluses or deficits in any given year typically represent either the planned setting aside of funds for future capital investments or the scheduled use of previously allocated appropriations for ongoing projects, rather than operational overspending. This strategic financial approach ensures sufficient reserves for large-scale, multi-year capital projects and provides essential financial flexibility. Cost of service studies, which inform user fee structures, focus on long-term financial planning to ensure the sustainability and ongoing improvement of the City’s critical enterprise infrastructure.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET MESSAGE 24
The chart below presents a clear overview of the FY 2025-26 projected revenues and proposed expenses for each Enterprise Fund.

Category
Water
Funds
Parking
Funds
Solid Waste
Fund
Wastewater
Funds
Stormwater
Funds
Fines and Penalties 0.3 $ - $ - $ - $ - $
Use of Money and Property 5.7 21.5 0.4 2.3 0.2
Service Fees and Charges 40.3 15.1 26.0 12.1 1.8
Miscellaneous Revenue 0.1 1.8 - - -
Total Operating Revenue 46.4 38.4 26.4 14.4 2.0
Salaries and Benefits 7.7 6.2 4.1 2.1 2.2
Materials and Supplies 14.1 0.3 0.3 0.1 -
Contractual Services 1.9 5.5 15.3 4.5 0.4
Capital Outlay - - - - 0.1
Internal Service Fund Charges 6.7 8.6 6.5 2.2 2.6
Other Charges 4.7 8.6 0.2 0.1 0.1
Capital Improvement 13.5 9.0 0.7 4.7 2.0
Total Operating Expenses 48.6 38.2 27.1 13.7 7.4
Operating Surplus/(Deficit) (2.2) 0.2 (0.7) 0.7 (5.4)
Transfers In/(Out) 1.2 - (0.1) - 5.6
Total Surplus/(Deficit) (1.0) $ 0.2 $ (0.8) $ 0.7 $ 0.2 $ Enterprise Funds – FY 2025-26 Proposed Budget (in millions) CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET MESSAGE 25
Net Cost of Providing City Services
The City uses fund accounting to maintain its financial records and uses internal charges to fairly allocate overhead, equipment, and capital costs to all City funds. While necessary for internal cost distribution, these charges do not represent financial activity with external parties. To provide a clearer depiction of the true external revenues supporting City operations and the true net cost of providing services—separate from the internal allocation of costs—this section presents a “net” view of the budget. For FY 2025-26, net revenue1F 1 (excluding internal charge revenue and interfund transfers in) is forecasted at $494.8 million, and net expenditures2 (including capital and excluding internal charges and transfers out) are budgeted at $493.8 million, for a net surplus of $1.0 million. Below are graphs depicting the breakdown of these amounts by category.
1 Net revenue is derived by subtracting not only the Internal Service Fund Receipts category from Citywide revenue, but also certain interfund transactions reported under Use of Money and Property (e.g., interfund lease revenue and interfund loan interest revenue) and Transfers In.
2 Net expenditures are derived by subtracting not only the Internal Service Fund Charges expenditure category from Citywide appropriations, but also certain internal service fund charges or other interfund transactions reported under Salaries and Benefits (e.g., unemployment insurance, workers’ compensation, and compensated absences), Other Charges (interfund lease payments and interfund loans), Capital Improvement (for project administration), and Transfers Out.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET MESSAGE 26
Net Cost of Providing City Services (Continued)
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET MESSAGE 27
Proposed Citywide Budget
Total estimated revenue (inclusive of internal charges, transfers, etc.) for FY 2025-26 is $662.6 million, which represents a net increase of $7.4 million (or 1.1%) compared to total revenue of $655.2 million for the FY 2024-25 adopted budget and exceeds proposed FY 2025-26 Citywide appropriations (expenditures) by $1.0 million.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET MESSAGE 28
Proposed Citywide Budget (Continued)
Total proposed appropriations (inclusive of internal charges, transfers, etc.) for FY 2025-26 are $661.6 million for all funds, which represents a net increase of $10.4 million (or 1.6%) compared to total appropriations of $651.2 million for the FY 2024-25 adopted budget.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET MESSAGE 29
Capital Improvement Projects (CIP) Budget
The proposed operating budget is complemented by a comprehensive Capital Improvement Program (CIP) budget, which outlines the City’s planned investments in critical infrastructure and facilities over the next five years. Supporting this ambitious capital plan requires significant General Fund contributions in FY 2025-26 (and subsequent years) including $11.5 million to the Infrastructure Fund and $5.5 million to the Stormwater Fund.

While the full five-year CIP plan includes 86 projects, this FY 2025-26 proposed budget specifically requests Council approval for $86.4 million in funding allocated across 68 distinct projects. These projects encompass a wide range of improvements, including water infrastructure upgrades; street, sidewalk, and traffic safety enhancements; facility and park renovations; vehicle fleet optimization; and technology advancements, particularly those bolstering public safety, among other critical areas.

Conclusion
The City of Beverly Hills remains committed to providing unparalleled municipal services to our residents, businesses, and visitors. Maintaining and enhancing these high service levels, while aligning with City Council directives and meeting evolving community and organizational needs, presents increasing financial demands. These demands are amplified by current economic uncertainties.

While General Fund revenues have rebounded beyond pre-pandemic levels, the projected slowing of growth coupled with rising costs is a key focus of this budget, necessitating careful fiscal stewardship. Our General Fund forecast indicates a likely future imbalance where operating expenditures would exceed revenues. This outlook is influenced by factors such as the expected dissipation of one-time major development project revenues and the economic volatility potentially introduced by new federal administration policies, including tariff adjustments.

This forecast signals a critical juncture, underscoring the need for proactive measures. These include both disciplined spending management and the exploration of revenue diversification strategies. Fortunately, our strong reserve position provides a stable foundation for thoughtfully analyzing and deliberating these solutions. I look forward to collaborating closely with City staff and the City Council in this effort, ensuring Beverly Hills continues to thrive as a premier community.

I extend my sincere gratitude to our dedicated City staff whose efforts are instrumental making Beverly Hills a safe, innovative, and world-class environment. I also commend the Finance Department for their diligent work in preparing this budget. Finally, I thank the City Council for their continued support, insightful guidance, and commitment to policies and programs that serve our community.

Respectfully submitted,
Nancy Hunt-Coffey
City Manager
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
30 CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
CITYWIDE ORGANIZATIONAL CHART 31
Citywide Organizational Chart
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
CITYWIDE ORGANIZATIONAL CHART 32
Citywide Organizational Chart
Citizens
City Council
Sharona R. Nazarian, PsyD, Mayor
John A. Mirisch, Vice Mayor
Lester J. Friedman, Councilmember
Craig A. Corman, Councilmember
Mary N. Wells, Councilmember
Nancy Hunt-Coffey
City Manager
Ryan Gohlich
Assistant City Manager
Howard S. Fisher
City Treasurer
Huma Ahmed
City Clerk
Larry Wiener
City Attorney
Arts, Culture, &
Events
Community
Services
Administration
Library
Recreation
Park Rangers
-------------------------
Next Beverly Hills
Committee
Arts and Culture
Commission
Human Relations
Commission
Recreation &
Parks
Commission
Administration
Code
Enforcement
Building and
Safety
Planning
Rent Stabilization
Special Events
And Filming
-------------------------
Architectural
Commission
Cultural Heritage
Commission
Design Review
Commission
Planning
Commission
Environmental
Utilities
Division
Engineering,
Street
Services, and
Mobility
Division
Project
Administration
Division
Operations
Division
askBH
---------------------
Public Works
Commission
Traffic and
Parking
Commission
Fire
Administration
Community Risk
Reduction
Emergency
Response
Services
Emergency
Medical Services
Fire Community
Programs
Human Services
Emergency
Management
-------------------------
Health and Safety
Commission
Office of the
Chief of Police
Field Services
Division
Investigative
Services Division
Administrative
Services Division
-------------------------
Charitable
Solicitations
Commission
Business
Information
Systems
Data Center
Infrastructure
Network and
Communications
Computer
Support
Video Services
Reprographics
Graphics
Administration
Accounting
Budget
Purchasing
Revenue
Community
Charitable
Foundation
Community
Services
Stephanie Harris
Director
Community
Development
Michael Forbes
Director
Public
Works
Shana Epstein
Director
Fire
Department
Gregory Barton
Chief
Police
Department
Mark G.

Stainbrook
Chief
Information
Technology
David Schirmer
CIO
Finance
Jeff Muir
Director
City Commissions
Architectural Design Review
Arts and Culture
Charitable Solicitations
Cultural Heritage
Health and Safety
Human Relations
Planning
Public Works
Recreation and Parks
Traffic and Parking
Human
Resources
Shelley Ovrom
Director
Employee and
Labor Relations
Training and
Organizational
Development
Recruitment and
Selection
Personnel
Administration
Classification and
Compensation
Workers
Compensation
Administration
Employee Injury
and Illness
Prevention
General Liability
and Insurance
Administration
Employee
Benefits &
Wellness
Keith Sterling
Deputy City Manager
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET INTRODUCTION 33
Budget Introduction
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET INTRODUCTION 34
Summary of the Budget and Accounting Structure
The City of Beverly Hills uses a budgetary basis of accounting for tracking resources while financial reporting is presented in accordance with Generally Accepted Accounting Principles (GAAP) as governed by the Governmental Accounting Standards Board (GASB). Revenues are recognized as soon as they are both measurable and available. Revenues are considered to be available when they are collectible within the current period or soon enough thereafter to pay liabilities of the current period. For this purpose, the City considers revenues to be available if they are collected within 60 days of the end of the current fiscal period.

Property taxes and taxpayer-assessed tax revenues (e.g., franchise taxes, sales taxes, motor vehicle fees, etc.), net of estimated refunds and uncollectible amounts, and interest earnings associated with the current fiscal period are all considered subject to accrual and so have been recognized as revenues of the current fiscal period. All other revenue items are considered measurable and available only when cash is received by the City. Expenditures are generally recorded when a liability is incurred, as under accrual accounting.

However, debt service expenditures, as well as expenditures related to compensated absences, are recorded only when payment is due. Other non-GAAP elements of the City’s budgetary accounting are the elimination of accounting entries for depreciation, amortization, GASB 68 (Pensions), GASB 72 (Unrealized Gain/Loss on Investments), GASB 75 (Other Post-Employment Benefits), GASB 87 (Leases), and GASB 96 (Subscription-Based Information Technology Arrangements).

To budget and record financial transactions, the City of Beverly Hills uses several different types of funds:
governmental, enterprise, internal service, and special revenue funds. This practice is also referred to as “fund accounting”.

The City budgets for the following major governmental funds:
 General Fund (Fund 001)
 Infrastructure Fund (Fund 600)
Additionally, the City budgets for the following special revenue, debt service, internal service, and enterprise funds:
 Special Revenue Funds (Funds 004 - 340)
o Fund 004 – Community Development Technology Fund
o Fund 100 – Community Development Block Grant (CDBG) Fund o Fund 120 – State Gas Tax Fund
o Fund 121 – Road Maintenance and Rehabilitation Account Fund o Fund 130 – In-Lieu Parking District Fund
o Fund 140 – General Plan Fund
o Fund 160 – Parks and Recreation Facilities Fund
o Fund 180 – Fine Art Fund
o Fund 190 – Public Safety Grant Fund
o Fund 210 – Affordable Housing Fund
o Fund 240 – Air Quality Improvement Fund
o Fund 260 – State Mandated Building Fees Fund
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET INTRODUCTION 35
o Fund 270 – Disabled Accessibility Fund
o Fund 280 – Measure W – Safe Clean Water Fund
o Fund 300 – Prop A Local Transit Fund
o Fund 310 – Prop C Local Transit Fund
o Fund 315 – Miscellaneous Grants Fund – Non-Safety
o Fund 326 – Seized and Forfeited Property Fund
o Fund 330 – Measure R Local Transit Fund
o Fund 335 – Metro Violations Fund
o Fund 340 – Measure M Local Transit Fund
 Debt Service Fund (Fund 560)
 Internal Service Funds (Funds 400 - 490)
o Fund 400 – Equipment Replacement Fund
o Fund 405 – Capital Assets Fund
o Fund 410 – Information Technology Fund1
o Fund 440 – Employee Benefits Fund
o Fund 441 – Compensated Absences Liability Fund
o Fund 450 – Liability Insurance Fund
o Fund 460 – Workers’ Compensation Fund
o Fund 470 – Unemployment Insurance Fund
o Fund 480 – Policy, Administration, and Legal Fund
o Fund 490 – Vehicle Replacement Fund
 Enterprise Funds (Funds 800 - 852)
o Fund 800 – Water Enterprise Fund
o Fund 801 – Water Capacity Fee Fund
o Fund 802 – Water Supply Fee Fund
o Fund 810 – Parking Enterprise Fund
o Fund 830 – Solid Waste Enterprise Fund
o Fund 840 – Wastewater Enterprise Fund
o Fund 841 – Wastewater Capacity Fee Fund
o Fund 850 – Stormwater Enterprise Fund
o Fund 851 – Stormwater Measure W – Regional Program Fund o Fund 852 – Stormwater Department of Water Resources (DWR) Prop 1 Fund 1 Amounts previously reported in Fund 420 – Cable Television Fund and Fund 430 – Reprographics/Graphics Fund have been consolidated into Fund 410 – Information Technology Fund for administrative purposes.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET INTRODUCTION 36
General Fund Revenue Sources
The four major sources of General Fund revenue (often referred to as the “Big Four” taxes), which generate about three-quarters of General Fund total income, include:
 Property Tax
 Sales Tax
 Transient Occupancy Tax (TOT)
 Business Tax
Other General Fund revenue sources include:

Other Taxes
Property Transfer Tax
Dwelling Unit Tax
Construction Tax
Intergovernmental (Grants and Subventions)
Homeowners Property Tax Relief
Motor Vehicle License Fees
Disaster Aid and Other Grants
Other Intergovernmental Revenues
Licenses and Permits
Regulatory Permits
Development Permits
Plan Check and Permitting
Building Permits and Inspections
Special Events Permits
Filming Permits
Other Development Fees and Permits
Parking Permits
Services Fees and Charges
Special Events Fees
Vehicle Release Fees
Ambulance Fees
Fire Inspection Fees
Engineering Inspection Fees
City Sponsored Event Fees
Plan Maintenance Fees
Service Fees and Charges (Continued)
Architectural Review Fees
Environmental Assessment Fees
Miscellaneous Community Development Fees
Recreation Programming Fees
Passport Services Fees
Ranger Fees
Use of Money and Property
Farmers’ Market Concessions
Investment Income
Franchise Fees for Electric and Gas Utilities
Oil Royalties
City-Owned Property Lease Income
City Facilities Rental Income
Antenna Encroachment Fees
Open Air Dining Revenue
Fines and Penalties
Ordinance Violations
Motor Vehicle Code Violations
Other Fines and Penalties
Penalties on Delinquent Accounts
Miscellaneous Revenue
Municipal Surcharge Revenue
Public Benefit Contributions
Recoverable Expenditures
Environmental Mitigation and Sustainability Fees
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET SUMMARIES 37
Budget Summaries
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET SUMMARIES 38
Source of Funds – Citywide
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET SUMMARIES 39
Source of Funds – Citywide (Continued)
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET SUMMARIES 40
Source of Funds – General Fund
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET SUMMARIES 41
Source of Funds – Enterprise Funds
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET SUMMARIES 42
Use of Funds – Citywide

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET SUMMARIES 43
Use of Funds – Citywide (Continued)
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET SUMMARIES 44
Use of Funds – Citywide (Continued)
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET SUMMARIES 45
Use of Funds – General Fund

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET SUMMARIES 46
Use of Funds – General Fund (Continued)

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET SUMMARIES 47
Appropriations by Fund Type – Enterprise Funds
3 The Water Funds include the Water Enterprise Fund, Water Capacity Fee Fund, and Water Supply Fee Fund; the Wastewater Funds comprise the Wastewater Enterprise Fund and Wastewater Capacity Fee Fund; and the Stormwater Funds consist of the Stormwater Enterprise Fund, Stormwater Measure W – Regional Program Fund, and Stormwater Department of Water Resources Prop 1 Fund.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET SUMMARIES 48
Projected Fund Balance by Fund – FY 2024-25 (in Thousands) Fund Description
07/01/24
Beginning
Balance
Projected
Year-End
Revenues
Projected
Transfers In
Projected
Transfers Out
Projected
Year-End
Expenditures
06/30/25
Projected
Ending Balance
General Fund [1] $ 347,759 205,875 $ 3,006 $ 21,892 $ 314,889 $ 219,859 $ Special Revenue Funds
004 Community Dev Tech Fund 5,050 944 - - 452 5,542
100 CDBG Grant Fund (22) 42 - - 20 -
120 State Gas Tax Fund 757 1,260 - 6 51 1,960
121 Road Maint and Rehab Acct Fund 1,900 946 - - 1,582 1,264 130 In-Lieu Parking District Fund 14,791 498 - - 353 14,936 140 General Plan Fund 1,436 1,815 - - 535 2,716
160 Parks and Rec Facilities Fund 9,445 3,333 - - 3,663 9,115 180 Fine Art Fund 1,900 524 - - 133 2,291
190 Public Safety Grant Fund 1,196 794 - - 1,556 433
210 Affordable Housing Fund 832 - - - 163 669
240 Air Quality Improvement Fund 313 55 - - 6 361
260 State Mandated Bldg Fees Fund 539 20 - - 21 538
270 Disabled Accessibility Fund 304 45 - - - 348
280 Measure W Safe Clean Water Fund 382 552 - - 91 843
300 Prop A Local Transit Fund 4,080 1,106 - - 520 4,666 310 Prop C Local Transit Fund 1,615 860 - - 486 1,988
326 Seized and Forfeited Prop Fund 2,372 - - - 97 2,274 330 Measure R Local Transit Fund 1,578 628 - - 400 1,807 335 Metro Violations Fund 5,324 230 - - - 5,554
340 Measure M Local Transit Fund 1,470 692 - - 289 1,873 Total 55,260 14,342 - 6 10,418 59,178
Internal Service Funds
400 Equipment Replacement Fund 8,373 2,877 - - 891 10,359 405 Capital Assets Fund 17,365 31,074 - - 19,643 28,795 410 Information Technology Fund [2] 31,843 28,301 - - 28,347 31,796 440 Employee Benefits Fund (664) 711 - - 692 (644)
441 Comp Absences Liability Fund 11,494 4,448 - - 4,000 11,942 450 Liability Insurance Fund (8,471) 25,364 - 200 18,105 (1,413) 460 Workers’ Compensation Fund 24,872 5,329 - - 4,295 25,906 470 Unemployment Insurance Fund 391 61 - - 44 409
480 Policy, Admin, and Legal Fund 28,647 50,337 - - 45,768 33,217 490 Vehicle Replacement Fund 39,970 10,830 - - 14,256 36,544 Total 153,822 159,333 - 200 136,043 176,912
Infrastructure Funds
560 Debt Service Fund 3,094 184 3,235 - 3,235 3,277
600 Infrastructure Fund 18,669 2,071 12,700 - 9,601 23,839 Total 21,762 2,255 15,935 - 12,835 27,117
Enterprise Funds
800 Water Enterprise Fund 16,396 39,394 1,158 - 43,349 13,599 801 Water Capacity Fee Fund 1,744 964 - - - 2,707
802 Water Supply Fee Fund 681 599 - - - 1,280
810 Parking Enterprise Fund [3] 57,223 45,153 - 3,000 56,727 42,649 830 Solid Waste Enterprise Fund 12,345 21,044 - 60 23,688 9,642 840 Wastewater Enterprise Fund 33,652 12,401 - - 4,691 41,362 841 Wastewater Capacity Fee Fund 915 181 - - - 1,096
850 Stormwater Enterprise Fund 3,633 1,764 5,060 - 6,819 3,638 851 Stormwater Meas W Reg Fund 50 2 - - - 51
852 Stormwater DWR Prop 1 Fund 1 - - - - 1
Total 114,568 133,572 6,218 3,060 135,274 116,024
ALL FUNDS 551,287 $ 657,261 $ 25,158 $ 25,158 $ 609,459 $ 599,090 $ NOTE: Immaterial differences may exist due to rounding. [1] Excludes restricted and nonspendable fund balance. [2] Includes amounts previously reported in Fund 420 - Cable Television Fund and Fund 430 - Reprographics/Graphics Fund. [3] Includes the Parking Authority.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET SUMMARIES 49
Projected Fund Balance by Fund – FY 2025-26 (in Thousands) Fund Description
07/01/25
Projected Beg.

Balance
Estimated
Revenues
Estimated
Transfers In
Proposed
Transfers Out
Proposed
Expenditures
06/30/26
Projected
Ending Balance
General Fund [1] $ 348,905 219,859 $ 6 $ 21,396 $ 315,800 $ 231,574 $ Special Revenue Funds
004 Community Dev Tech Fund 5,542 783 - - 2,860 3,465
120 State Gas Tax Fund 1,960 1,058 - 6 930 2,082
121 Road Maint and Rehab Acct Fund 1,264 960 - - 775 1,449 130 In-Lieu Parking District Fund 14,936 300 - - 10,083 5,153 140 General Plan Fund 2,716 838 - - 838 2,716
160 Parks and Rec Facilities Fund 9,115 3,362 - - 2,475 10,002 180 Fine Art Fund 2,291 445 - - 144 2,591
190 Public Safety Grant Fund 433 1,040 - - 734 739
210 Affordable Housing Fund 669 46 - - 150 564
240 Air Quality Improvement Fund 361 44 - - 65 340
260 State Mandated Bldg Fees Fund 538 41 - - 34 545
270 Disabled Accessibility Fund 348 52 - - - 400
280 Measure W Safe Clean Water Fund 843 551 - - 500 894 300 Prop A Local Transit Fund 4,666 1,110 - - 1,100 4,676 310 Prop C Local Transit Fund 1,988 879 - - 450 2,418
315 Misc Grants Fund - Non-Safety - 25 - - 25 -
326 Seized and Forfeited Prop Fund 2,274 - - - - 2,274
330 Measure R Local Transit Fund 1,807 637 - - 610 1,834 335 Metro Violations Fund 5,554 235 - - - 5,788
340 Measure M Local Transit Fund 1,873 700 - - 500 2,073 Total 59,178 13,104 - 6 22,273 50,003
Internal Service Funds
400 Equipment Replacement Fund 10,359 3,231 - - 1,690 11,901 405 Capital Assets Fund 28,795 29,550 - - 29,550 28,795 410 Information Technology Fund [2] 31,796 26,085 - - 26,085 31,796 440 Employee Benefits Fund (644) - - - - (644)
441 Comp Absences Liability Fund 11,942 4,568 - - 4,000 12,510 450 Liability Insurance Fund (1,413) 26,184 - 200 23,984 587 460 Workers’ Compensation Fund 25,906 7,104 - - 4,664 28,346 470 Unemployment Insurance Fund 409 25 - - 75 359
480 Policy, Admin, and Legal Fund 33,217 50,703 - - 50,703 33,217 490 Vehicle Replacement Fund 36,544 10,556 - - 11,380 35,720 Total 176,912 158,005 - 200 152,129 182,587
Infrastructure Funds
560 Debt Service Fund 3,277 161 3,238 - 3,238 3,438
600 Infrastructure Fund 23,839 2,123 11,700 - 15,379 22,283 Total 27,117 2,284 14,938 - 18,617 25,722
Enterprise Funds
800 Water Enterprise Fund 13,599 43,905 1,158 - 47,263 11,398 801 Water Capacity Fee Fund 2,707 1,519 - - 930 3,296
802 Water Supply Fee Fund 1,280 960 - - 400 1,840
810 Parking Enterprise Fund [3] 60,776 42,649 - - 60,521 42,903 830 Solid Waste Enterprise Fund 9,642 26,402 - 60 27,147 8,837 840 Wastewater Enterprise Fund 41,362 14,296 - - 13,760 41,898 841 Wastewater Capacity Fee Fund 1,096 170 - - - 1,267
850 Stormwater Enterprise Fund 3,638 1,991 5,560 - 7,334 3,855 851 Stormwater Meas W Reg Fund 51 2 - - - 53
852 Stormwater DWR Prop 1 Fund 1 - - - - 1
Total 116,024 150,022 6,718 60 157,355 115,348
ALL FUNDS 599,090 $ 672,319 $ 21,662 $ 21,662 $ 666,175 $ 605,234 $ NOTE: Immaterial differences may exist due to rounding. [1] Excludes restricted and nonspendable fund balance. [2] Includes amounts previously reported in Fund 420 - Cable Television Fund and Fund 430 - Reprographics/Graphics Fund. [3] Includes the Parking Authority.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET SUMMARIES 50
FY 2025-26 Proposed Operating and Capital Improvement Budget

Operating Capital
Budget Program
001 General Fund $ 337,195,868 $ - $ 337,195,868
004 Community Dev Technology Fund 2,859,893 - 2,859,893 120 State Gas Tax Fund 6,000 930,000 936,000
121 Road Maintenance & Rehab Acct Fund - 775,000 775,000 130 In-Lieu Parking District Fund - 10,082,500 10,082,500 140 General Plan Fund 837,951 - 837,951
160 Parks and Rec Facilities Fund - 2,474,891 2,474,891 180 Fine Art Fund 64,216 80,000 144,216
190 Public Safety Grant Fund 734,099 - 734,099
210 Affordable Housing Fund 150,000 - 150,000
240 Air Quality Improvement Fund 65,000 - 65,000
260 State Mandated Building Fees Fund 34,000 - 34,000
280 Measure W - Safe Clean Water Fund 250,000 250,000 500,000 300 Prop A Local Transit Fund 1,100,000 - 1,100,000
310 Prop C Local Transit Fund - 450,000 450,000
315 Misc Grants Fund - Non-Safety 25,415 - 25,415
330 Measure R Local Transit Fund 110,000 500,000 610,000 340 Measure M Local Transit Fund - 500,000 500,000
400 Equipment Replacement Fund 1,689,581 - 1,689,581
405 Capital Assets Fund 15,400,844 14,148,928 29,549,772 410 Information Technology Fund [1] 18,935,038 7,150,000 26,085,038 441 Compensated Absences Liability Fund 4,000,000 - 4,000,000 450 Liability Insurance Fund 24,183,875 - 24,183,875
460 Workers’ Compensation Fund 4,663,533 - 4,663,533
470 Unemployment Insurance Fund 75,000 - 75,000
480 Policy, Admin, Legal Fund 50,702,643 - 50,702,643
490 Vehicle Replacement Fund 7,529,885 3,850,000 11,379,885 560 Debt Service Fund 3,238,406 - 3,238,406
600 Infrastructure Fund - 15,378,790 15,378,790
800 Water Enterprise Fund 35,084,622 12,178,761 47,263,383 801 Water Capacity Fee Fund - 930,000 930,000
802 Water Supply Fee Fund - 400,000 400,000
810 Parking Enterprise Fund 25,346,348 8,983,934 34,330,282 830 Solid Waste Enterprise Fund 26,524,384 682,523 27,206,907 840 Wastewater Enterprise Fund 9,108,675 4,651,657 13,760,332 850 Stormwater Enterprise Fund 5,349,926 1,983,841 7,333,767 Total $ 575,265,202 $ 86,380,825 $ 661,646,027
Fund Description
[1] Includes amounts previously reported in Fund 420 - Cable Television Fund and Fund 430 - Reprographics/ Graphics Fund.

Total
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET SUMMARIES 51
Revenue and Expenditure Summary by Category – All Funds

2022-23 2023-24 2024-25 2025-26
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Revenue
Property Tax 101,776,958 $ 100,889,966 $ 103,496,323 $ 114,062,853 $ Sales Tax 41,432,664 43,344,211 44,768,000 45,551,000
Transient Occupancy Tax (TOT) 51,821,556 47,981,407 51,233,000 46,364,000 Business Tax 58,100,628 61,206,483 62,600,000 64,165,000 Other Taxes 3,856,767 3,817,515 3,403,000 3,612,000
Intergovernmental Revenue 7,387,872 9,925,851 6,119,015 6,499,072 Licenses and Permits 23,576,310 23,794,380 31,096,500 30,471,500 Fines and Penalties 7,100,834 6,811,467 6,395,500 5,492,000 Use of Money and Property 18,195,917 31,751,261 38,763,568 40,983,952 Service Fees and Charges 101,804,702 112,264,630 114,954,146 119,979,601 Internal Service Fund Receipts 125,585,735 132,005,555 144,901,599 142,603,407 Miscellaneous Revenue 15,264,570 28,261,666 25,298,615 21,122,149 Transfers In 35,079,193 47,247,494 22,158,373 21,661,906 ALL FUNDS 592,895,253 $ 647,390,339 $ 655,187,639 $ 662,568,440 $ Expenditures
Salaries and Benefits 195,559,429 $ 209,436,062 $ 225,678,490 $ 236,881,933 $ Materials and Supplies 17,300,906 17,470,724 19,335,938 20,990,916 Contractual Services 91,819,059 102,158,584 111,499,491 112,609,987 Capital Outlay 1,214,540 1,668,277 1,746,800 2,484,996
Internal Service Fund Charges 108,516,574 114,962,133 129,491,737 126,004,217 Other Charges 54,607,789 52,000,795 55,636,427 54,631,247 Capital Improvement 60,167,016 65,051,251 85,620,397 86,380,825 Transfers Out 35,079,193 47,247,494 22,158,373 21,661,906 ALL FUNDS 564,264,506 $ 609,995,320 $ 651,167,653 $ 661,646,027 $ Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET SUMMARIES 52
Revenue Summary by Category

2022-23 2023-24 2024-25 2025-26
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Property Tax 101,776,958 $ 100,889,966 $ 103,496,323 $ 114,062,853 $ Sales Tax 41,432,664 43,344,211 44,768,000 45,551,000
Transient Occupancy Tax (TOT) 51,821,556 47,981,407 51,233,000 46,364,000 Business Tax 61,206,483 58,100,628 62,600,000 64,165,000 Other Taxes 1,735,490 1,177,385 933,000 1,212,000
Intergovernmental Revenue 1,075,244 1,515,397 457,500 437,500 Licenses and Permits 22,059,729 22,712,721 30,046,500 29,254,500 Fines and Penalties 6,781,458 6,539,503 6,145,500 5,242,000 Use of Money and Property 5,462,236 7,758,961 10,048,328 10,687,113 Service Fees and Charges 12,578,580 15,733,090 11,725,805 11,996,350 Miscellaneous Revenue 12,972,767 21,832,001 23,841,150 19,932,549 Transfers In 6,000 6,000 6,000 6,000
001-General Fund 317,156,752 329,343,683 345,301,106 348,910,865 Use of Money and Property - - - 197,870
Service Fees and Charges 602,194 588,604 520,000 585,000 004-Community Dev Technology Fund 602,194 588,604 520,000 782,870 Intergovernmental Revenue - 131,678 130,000 -
100-CDBG Grant Fund - 131,678 130,000 -
Intergovernmental Revenue 813,063 883,580 896,131 917,045 Use of Money and Property 22,540 228,712 376,568 141,050 120-State Gas Tax Fund 835,603 1,112,292 1,272,699 1,058,095 Intergovernmental Revenue 729,983 844,090 837,100 857,917 Use of Money and Property 32,009 96,640 178,794 101,920 121-Road Maintenance and Rehab Acct Fund 761,992 940,730 1,015,894 959,837 Use of Money and Property 145,284 275,848 536,740 300,000 Service Fees and Charges 258,370 191,986 250,000 -
130-In-Lieu Parking District Fund 403,654 467,834 786,740 300,000 Licenses and Permits 843,459 603,218 700,000 765,000
Use of Money and Property 13,491 51,191 112,494 72,520
140-General Plan Fund 856,950 654,409 812,494 837,520
Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET SUMMARIES 53
Revenue Summary by Category (Continued)

2022-23 2023-24 2024-25 2025-26
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Other Taxes 2,082,025 2,679,382 2,470,000 2,400,000
Intergovernmental Revenue - 189,488 - -
Use of Money and Property 357,668 563,607 959,358 961,661 Transfers In 131,678 - - -
160-Parks and Rec Facilities Fund 3,037,050 2,966,798 3,429,358 3,361,661 Licenses and Permits 524,975 358,464 300,000 350,000
Use of Money and Property 18,283 42,209 81,831 94,520
180-Fine Art Fund 543,258 400,673 381,831 444,520
Intergovernmental Revenue 405,943 936,788 230,000 934,099 Use of Money and Property 757 553 - 500
Miscellaneous Revenue 79,193 56,351 - 105,000
190-Public Safety Grant Fund 485,893 993,692 230,000 1,039,599 Use of Money and Property - - - 45,890
210-Affordable Housing Fund - - - 45,890
Intergovernmental Revenue 53,576 31,933 25,000 30,000
Use of Money and Property 3,088 12,461 26,911 13,670
240-Air Quality Improvement Fund 56,664 44,394 51,911 43,670 Licenses and Permits 29,382 19,741 15,000 20,000
Use of Money and Property - - - 20,720
260-State Mandated Building Fees Fund 29,382 19,741 15,000 40,720 Use of Money and Property - - - 11,990
Service Fees and Charges 40,062 37,323 40,000 40,000
270-Disabled Accessibility Fund 40,062 37,323 40,000 51,990 Intergovernmental Revenue 553,839 552,528 550,000 550,000 Use of Money and Property - 1,790 1,488 820
280-Measure W-Safe Clean Water Fund 553,839 554,318 551,488 550,820 Intergovernmental Revenue 1,769,828 855,551 1,010,433 942,743 Use of Money and Property 50,645 90,390 178,575 161,650 Service Fees and Charges 5,075 5,859 3,000 5,500
300-Prop A Local Transit Fund 1,825,548 951,800 1,192,008 1,109,893 Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET SUMMARIES 54
Revenue Summary by Category (Continued)
2022-23 2023-24 2024-25 2025-26
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Intergovernmental Revenue 728,179 709,660 738,591 682,443 Use of Money and Property 47,250 124,951 243,930 196,950 310-Prop C Local Transit Fund 775,429 834,611 982,521 879,393 Intergovernmental Revenue - 71,251 32,515 25,415
315-Misc Grants Fund - Non-Safety - 71,251 32,515 25,415 Intergovernmental Revenue 118,616 220,856 - -
326-Seized and Forfeited Property Fund 118,616 220,856 - - Intergovernmental Revenue 545,977 532,078 553,943 511,833 Use of Money and Property 28,507 88,886 174,002 125,320 330-Measure R Local Transit Fund 574,484 620,964 727,945 637,153 Use of Money and Property - - - 34,660
Miscellaneous Revenue (1,235,000) 180,000 200,000 200,000 335-Metro Violations Fund (1,235,000) 180,000 200,000 234,660 Intergovernmental Revenue 617,616 600,830 627,802 580,077 Use of Money and Property 26,718 68,233 121,568 120,150 340-Measure M Local Transit Fund 644,334 669,063 749,370 700,227 Use of Money and Property 167,067 499,323 769,350 811,056 Internal Service Fund Receipts 2,635,260 2,390,346 2,173,267 2,419,793 Miscellaneous Revenue 25,694 - - -
Transfers In - 11,916 - -
400-Equipment Replacement Fund 2,814,243 2,915,363 2,942,617 3,230,849 Licenses and Permits 90,000 71,921 25,000 50,000
Fines and Penalties 1,843 - - -
Use of Money and Property 4,430,505 6,622,233 5,982,779 7,152,375 Internal Service Fund Receipts 20,719,145 18,113,140 24,857,645 22,341,401 Miscellaneous Revenue 143,847 1,299,863 5,000 6,000
Transfers In 8,419,000 7,995,000 - -
405-Capital Assets Fund 33,378,497 34,528,000 30,870,424 29,549,776 Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET SUMMARIES 55
Revenue Summary by Category (Continued)
$
[1] Includes amounts previously reported in Fund 420 - Cable Television Fund and Fund 430 - Reprographics/Graphics Fund. 2022-23 2023-24 2024-25 2025-26
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Licenses and Permits 9,378 13,483 - 15,000
Use of Money and Property 647,882 1,606,895 1,519,168 1,619,278 Service Fees and Charges 88,043 134,925 100,000 100,000 Internal Service Fund Receipts 19,825,526 24,546,354 26,921,777 24,350,771 Miscellaneous Revenue (52,851) - - -
Transfers In 1,950,215 - - -
410-Information Technology Fund [1] 28,251,872 20,517,978 28,540,945 26,085,049 Use of Money and Property 5,318 6,475 20,010 -
Internal Service Fund Receipts 695,854 696,381 694,840 - 440-Employee Benefits Fund 701,172 702,856 714,850 -
Use of Money and Property 136,060 448,997 616,750 567,750 Internal Service Fund Receipts 4,500,000 5,000,000 4,000,000 4,000,000 441-Compensated Absences Liability Fund 4,636,060 5,448,997 4,616,750 4,567,750 Use of Money and Property 28,514 88,159 209,973 -
Internal Service Fund Receipts 15,106,795 19,908,133 25,183,924 26,183,881 Miscellaneous Revenue 25,226 1,032,003 - -
450-Liability Insurance Fund 15,160,535 21,028,295 25,393,897 26,183,881 Use of Money and Property 271,321 816,308 1,061,069 1,103,910 Internal Service Fund Receipts 7,000,000 6,000,000 4,500,000 6,000,000 Miscellaneous Revenue 15 - - -
460-Workers’ Compensation Fund 7,271,336 6,816,308 5,561,069 7,103,910 Use of Money and Property 4,109 5,933 22,825 15,150
Internal Service Fund Receipts 72,000 56,000 50,000 10,000 470-Unemployment Insurance Fund 76,109 61,933 72,825 25,150 Use of Money and Property 417,458 1,067,253 1,643,153 1,279,130 Service Fees and Charges - 270 - -
Internal Service Fund Receipts 42,213,774 45,099,508 47,633,097 48,900,413 Miscellaneous Revenue 1,484,981 2,396,167 861,100 523,100 Transfers In 200,000 511,054 - -
480-Policy, Admin, Legal Fund 44,627,267 48,763,198 50,137,350 50,702,643 Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET SUMMARIES 56
Revenue Summary by Category (Continued)

2022-23 2023-24 2024-25 2025-26
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Intergovernmental Revenue 29,599 33,063 30,000 30,000
Use of Money and Property 642,070 1,490,969 2,006,815 1,968,615 Internal Service Fund Receipts 12,817,381 10,195,693 8,887,049 8,397,148 Miscellaneous Revenue 375,912 183,402 115,000 160,000
490-Vehicle Replacement Fund 13,864,962 11,903,127 11,038,864 10,555,763 Use of Money and Property 54,724 92,981 160,211 161,060 Transfers In 3,233,325 3,237,723 3,234,873 3,238,406
560-Debt Service Fund 3,292,447 3,326,306 3,395,084 3,399,466 Intergovernmental Revenue 27,366 497,458 - -
Use of Money and Property 463,203 1,334,098 1,931,892 2,122,580 Miscellaneous Revenue 100,000 - - -
Transfers In 24,589,776 12,700,000 12,700,000 11,700,000 600-Infrastructure Fund 13,290,569 26,421,332 14,631,892 13,822,580 Intergovernmental Revenue (34,019) 950,999 - -
Fines and Penalties 319,376 270,121 250,000 250,000
Use of Money and Property 2,975,477 4,037,496 4,814,215 5,258,276 Service Fees and Charges 31,245,017 32,295,973 36,649,956 38,262,159 Miscellaneous Revenue 536,381 783,222 205,500 135,000
Transfers In 1,157,500 1,157,500 1,157,500 1,157,500
800-Water Enterprise Fund 36,199,732 39,495,311 43,077,171 45,062,935 Use of Money and Property 61,977 187,651 255,469 293,500 Service Fees and Charges 1,144,736 864,344 788,300 1,225,300 801-Water Capacity Fee Fund 1,206,713 1,051,995 1,043,769 1,518,800 Use of Money and Property 38,234 107,162 174,008 182,490 Service Fees and Charges 611,235 588,426 688,260 777,760 802-Water Supply Fee Fund 649,469 695,588 862,268 960,250 Use of Money and Property 875,580 1,983,173 2,082,667 2,251,858 Service Fees and Charges 22,994,189 27,595,966 27,051,360 27,051,620 Miscellaneous Revenue 268,440 202,358 69,365 60,000
Transfers In 3,000,000 6,000,000 - -
810-Parking Enterprise Fund 30,138,209 32,781,497 29,203,392 29,363,478 Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET SUMMARIES 57
Revenue Summary by Category (Continued)

2022-23 2023-24 2024-25 2025-26
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Intergovernmental Revenue 8,375 98,348 - -
Use of Money and Property 141,461 244,855 305,969 371,720 Service Fees and Charges 18,449,773 20,627,068 22,810,045 26,030,000 Miscellaneous Revenue 2,059 433 1,500 500
830-Solid Waste Enterprise Fund 18,601,668 20,970,704 23,117,514 26,402,220 Intergovernmental Revenue (55,401) 270,275 - -
Use of Money and Property 555,526 1,538,541 1,940,189 2,299,570 Service Fees and Charges 11,851,302 11,750,247 12,457,820 11,996,912 Miscellaneous Revenue (23,657) - - -
840-Wastewater Enterprise Fund 12,327,770 13,559,063 14,398,009 14,296,482 Use of Money and Property 7,296 - - 35,130
Service Fees and Charges 191,223 147,381 129,600 135,000 841-Wastewater Capacity Fee Fund 198,519 147,381 129,600 170,130 Intergovernmental Revenue 88 - - -
Licenses and Permits 19,387 14,832 10,000 17,000
Use of Money and Property 54,750 172,894 206,469 199,740 Service Fees and Charges 1,744,903 1,703,168 1,740,000 1,774,000 Miscellaneous Revenue 587,257 270,172 - -
Transfers In 4,560,000 3,460,000 5,060,000 5,560,000
850-Stormwater Enterprise Fund 5,866,385 6,721,066 7,016,469 7,550,740 Use of Money and Property 8,909 (4,791) - 1,790
851-Stormwater - Measure W - Reg Prg Fund 8,909 (4,791) - 1,790 Use of Money and Property - 224 - -
852-Stormwater - DWR - Prop 1 Fund - 224 - -
Total Revenue $592,895,253 $647,390,339 $655,187,639 $662,568,440 Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET SUMMARIES 58
Expenditure Summary by Category
2022-23 2023-24 2024-25 2025-26
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Salaries and Benefits 142,519,586 $ 153,586,564 $ 161,959,272 $ 170,959,709 $ Materials and Supplies 2,732,021 2,418,336 2,603,256 2,837,758 Contractual Services 50,590,776 57,254,500 60,893,333 57,098,801 Capital Outlay 508,959 11,826 230,000 620,000
Internal Service Fund Charges 66,556,298 73,106,433 80,319,466 77,380,250 Other Charges 10,666,444 5,493,715 6,902,311 6,903,444
Transfers Out 34,813,193 46,849,816 21,892,373 21,395,906 001-General Fund 307,890,144 339,218,323 334,800,011 337,195,868 Salaries and Benefits 156,792 119,711 213,663 222,439
Contractual Services 125,435 188,073 299,130 2,525,628
Capital Outlay 9,334 83,925 - -
Internal Service Fund Charges 67,406 133,608 112,760 111,826 004-Community Dev Technology Fund 433,558 450,726 625,553 2,859,893 Contractual Services 22,315 - 130,000 -
Transfers Out 131,678 - - -
100-CDBG Grant Fund - 153,993 130,000 -
Capital Improvement 1,147 56,052 860,000 930,000
Transfers Out 6,000 6,000 6,000 6,000
120-State Gas Tax Fund 7,147 62,052 866,000 936,000
Capital Improvement 1,164,534 - 750,000 775,000
121-Road Maintenance and Rehab Acct Fund - 1,164,534 750,000 775,000 Capital Improvement - - 5,585,000 10,082,500
130-In-Lieu Parking District Fund - - 5,585,000 10,082,500 Salaries and Benefits 146,128 287,681 314,205 346,680
Contractual Services 37,304 112,313 352,000 352,000
Internal Service Fund Charges 116,733 135,188 145,289 139,271 140-General Plan Fund 300,165 535,182 811,494 837,951
Capital Improvement 1,242,605 1,709,159 3,363,674 2,474,891 160-Parks and Rec Facilities Fund 1,242,605 1,709,159 3,363,674 2,474,891 Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET SUMMARIES 59
Expenditure Summary by Category (Continued)
2022-23 2023-24 2024-25 2025-26
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Salaries and Benefits - - 143,144 14,961
Materials and Supplies 34 - - -
Contractual Services 16,922 41,570 49,255 49,255
Capital Improvement 167,730 58,740 80,452 80,000
180-Fine Art Fund 184,686 100,310 272,851 144,216
Salaries and Benefits 101,171 209,348 267,150 279,893
Materials and Supplies 13,553 75,608 - -
Contractual Services 10,235 55,921 - 454,206
Capital Outlay 341,254 149,162 - -
190-Public Safety Grant Fund 274,121 682,131 267,150 734,099 Contractual Services 38,495 93,415 150,000 150,000
Capital Improvement 42,095 2,135 - -
210-Affordable Housing Fund 80,590 95,550 150,000 150,000 Contractual Services 3,057 - 65,000 65,000
Capital Improvement 25,532 - - -
240-Air Quality Improvement Fund 25,532 3,057 65,000 65,000 Materials and Supplies 26,077 4,756 5,000 5,000
Contractual Services 10,356 10,039 29,000 29,000
260- State Mandated Building Fees Fund 36,433 14,795 34,000 34,000 Contractual Services - - - 250,000
Capital Improvement 1,375,792 52,670 500,000 250,000
280-Measure W - Safe Clean Water Fund 1,375,792 52,670 500,000 500,000 Contractual Services 611,590 623,268 1,100,000 1,100,000 Capital Improvement 1,496,415 - - -
300-Prop A Local Transit Fund 2,108,005 623,268 1,100,000 1,100,000 Capital Improvement 462,656 - 425,000 450,000
310-Prop C Local Transit Fund - 462,656 425,000 450,000 Capital Outlay 71,251 - 32,515 25,415
315-Misc Grants Fund - Non-Safety - 71,251 32,515 25,415 Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET SUMMARIES 60
Expenditure Summary by Category (Continued)
4 [1] Includes amounts previously reported in Fund 420 - Cable Television Fund and Fund 430 - Reprographics/Graphics Fund. 2022-23 2023-24 2024-25 2025-26
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Contractual Services - - 110,000 110,000
Capital Improvement 360,318 - - 500,000
330-Measure R Local Transit Fund - 360,318 110,000 610,000 Capital Improvement 467,328 - 900,000 500,000
340-Measure M Local Transit Fund - 467,328 900,000 500,000 Capital Outlay 691,640 718,279 1,424,285 1,689,581
400-Equipment Replacement Fund 718,279 691,640 1,424,285 1,689,581 Salaries and Benefits 2,328,006 2,334,435 2,465,321 2,785,374 Materials and Supplies 356,981 411,802 406,986 406,986
Contractual Services 3,999,837 4,757,023 5,181,821 5,554,321 Internal Service Fund Charges 1,626,685 1,695,081 2,059,095 1,889,980 Other Charges 5,728,085 5,535,677 5,575,870 4,764,183
Capital Improvement 14,516,601 14,531,584 15,181,325 14,148,928 405-Capital Assets Fund 28,556,195 29,265,602 30,870,418 29,549,772 Salaries and Benefits 6,644,269 6,744,858 7,742,577 8,082,932 Materials and Supplies 95,445 80,628 23,450 82,950
Contractual Services 4,399,100 4,806,421 5,223,711 5,988,684 Capital Outlay - - - 20,000
Internal Service Fund Charges 2,831,698 2,808,410 3,223,594 3,038,826 Other Charges 1,230,363 1,240,767 1,836,321 1,721,646
Capital Improvement 7,040,743 10,561,698 10,491,282 7,150,000 410-Information Technology Fund [1] 22,241,618 26,242,782 28,540,935 26,085,038 Other Charges 693,329 692,974 694,840 -
440-Employee Benefits Fund 692,974 693,329 694,840 -
Salaries and Benefits 4,582,167 6,050,929 4,000,000 4,000,000 441-Compensated Absences Liability Fund 4,582,167 6,050,929 4,000,000 4,000,000 Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET SUMMARIES 61
Expenditure Summary by Category (Continued)
2022-23 2023-24 2024-25 2025-26
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Salaries and Benefits 229,313 245,783 372,693 401,692
Materials and Supplies 1,811 2,188 - -
Contractual Services 2,624,688 3,254,115 1,671,244 1,671,244 Internal Service Fund Charges 197,525 133,001 120,787 160,939 Other Charges 14,981,822 19,670,603 21,029,169 21,750,000 Transfers Out 200,000 200,000 200,000 200,000
450-Liability Insurance Fund 18,235,159 23,505,690 23,393,893 24,183,875 Salaries and Benefits 250,701 352,075 403,005 407,874
Materials and Supplies - 4,797 920 920
Contractual Services 295,588 285,354 345,984 345,984
Capital Outlay 45,019 19,346 60,000 60,000
Internal Service Fund Charges 133,704 108,553 164,826 163,561 Other Charges 5,010,547 3,400,367 3,589,363 3,685,194
460-Workers’ Compensation Fund 5,709,886 4,196,165 4,564,098 4,663,533 Salaries and Benefits 44,881 53,266 54,000 75,000
470-Unemployment Insurance Fund 44,881 53,266 54,000 75,000 Salaries and Benefits 19,487,855 20,312,377 24,457,322 25,316,066 Materials and Supplies 262,161 369,312 325,982 317,682
Contractual Services 8,130,526 8,209,364 8,509,130 8,586,955 Capital Outlay 820 - - -
Internal Service Fund Charges 13,175,881 13,913,895 14,961,691 14,671,196 Other Charges 1,502,665 1,936,261 1,883,238 1,810,744
480-Policy, Admin, Legal Fund 42,559,088 44,742,029 50,137,363 50,702,643 Salaries and Benefits 1,603,728 1,602,482 1,736,497 1,754,068 Materials and Supplies 1,929,702 1,924,029 2,487,440 2,487,440 Contractual Services 592,096 685,410 623,806 635,806
Internal Service Fund Charges 1,989,760 1,111,208 1,622,347 1,757,606 Other Charges 330,253 329,153 912,084 894,965
Capital Improvement 3,032,747 2,545,695 3,721,472 3,850,000 490-Vehicle Replacement Fund 9,477,186 8,199,077 11,103,646 11,379,885 Other Charges 3,237,723 3,233,325 3,234,873 3,238,406
560-Debt Service Fund 3,237,723 3,233,325 3,234,873 3,238,406 Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET SUMMARIES 62
Expenditure Summary by Category (Continued)
2022-23 2023-24 2024-25 2025-26
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Salaries and Benefits 12,331 - - -
Contractual Services 13,574 - - -
Capital Improvement 10,654,676 15,143,286 16,089,724 15,378,790 600-Infrastructure Fund 10,680,581 15,143,286 16,089,724 15,378,790 Salaries and Benefits 6,329,969 6,473,259 7,632,216 7,664,304 Materials and Supplies 11,554,172 11,943,853 12,772,995 14,098,491 Contractual Services 1,441,772 1,518,771 1,674,397 1,895,057 Internal Service Fund Charges 5,523,541 5,531,028 6,646,735 6,720,652 Other Charges 5,400,208 4,618,859 4,676,454 4,706,118
Capital Improvement 9,881,192 9,080,992 7,122,837 12,178,761 800-Water Enterprise Fund 40,130,854 39,166,762 40,525,634 47,263,383 Capital Improvement - - 930,300 930,000
801-Water Capacity Fee Fund - - 930,300 930,000
Capital Improvement - - 400,000 400,000
802-Water Supply Fee Fund - - 400,000 400,000
Salaries and Benefits 4,281,563 4,212,697 6,145,941 6,150,769 Materials and Supplies 101,520 39,469 323,765 323,765
Contractual Services 4,093,986 4,773,291 5,518,581 5,518,581 Internal Service Fund Charges 6,610,639 6,720,763 8,788,205 8,627,176 Other Charges 5,020,677 5,388,302 4,818,236 4,726,057
Capital Improvement 4,751,765 3,719,120 11,894,010 8,983,934 810-Parking Enterprise Fund 24,860,150 24,853,642 37,488,738 34,330,282 Salaries and Benefits 3,270,572 3,259,907 3,842,404 4,085,244 Materials and Supplies 170,837 107,725 264,741 267,021
Contractual Services 11,855,484 12,509,388 14,671,185 15,345,551 Internal Service Fund Charges 5,522,960 5,527,997 6,428,297 6,549,132 Other Charges 235,268 353,719 247,753 217,436
Capital Improvement 30,000 667 602,676 682,523
Transfers Out 60,000 60,000 60,000 60,000
830-Solid Waste Enterprise Fund 21,263,572 21,700,952 26,117,056 27,206,907 Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET SUMMARIES 63
Expenditure Summary by Category (Continued)

2022-23 2023-24 2024-25 2025-26
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Salaries and Benefits 1,511,572 1,519,412 1,907,030 2,129,714 Materials and Supplies 49,989 75,918 106,810 128,310
Contractual Services 2,753,746 2,807,677 4,516,124 4,494,624 Capital Outlay - 232,002 - -
Internal Service Fund Charges 1,877,330 1,890,917 2,319,738 2,210,241 Other Charges 143,489 221,483 153,777 145,786
Capital Improvement 1,284,054 2,174,534 4,600,881 4,651,657 840-Wastewater Enterprise Fund 7,930,176 8,611,947 13,604,360 13,760,332 Salaries and Benefits 2,058,825 2,071,278 2,022,050 2,205,214 Materials and Supplies 6,603 12,303 14,593 34,593
Contractual Services 177,549 147,299 385,790 389,290
Capital Outlay - - - 70,000
Internal Service Fund Charges 2,286,414 2,146,051 2,578,907 2,583,561 Other Charges 80,580 231,926 82,138 67,268
Capital Improvement 830,923 2,702,413 2,121,764 1,983,841 850-Stormwater Enterprise Fund 5,592,240 7,159,924 7,205,242 7,333,767 Capital Improvement 3,317,999 257,670 - -
851-Stormwater - Measure W - Reg Prg Fund 3,317,999 257,670 - - Capital Improvement 475,000 - - -
852-Stormwater - DWR - Prop 1 Fund 475,000 - - -
Total Expenditures $564,264,506 $609,995,320 $651,167,653 $661,646,027 Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET SUMMARIES 64
Interfund Transfers

General
Fund
(Fd 001)
State Gas
Tax
(Fd 120)
Liability
Insurance
(Fd 450)
Debt
Service
(Fd 560)
Infrastr.

Fund
(Fd 600)
Water
Enterprise
(Fd 800)
Solid
Waste
(Fd 830)
StormWater
(Fd 850)
1 Street Maintenance 6,000 (6,000)
2 Debt Service Payment (3,238,406) 3,238,406
3 Street Sweeping 60,000 (60,000)
4 Operating Subsidy (5,500,000) 5,500,000
5 Liability Fund
Transfer for Sidewalks
200,000 (200,000)
6 General Fund Lease of
Water Fund Property
(1,157,500) 1,157,500
7 Subsidize Capital
Projects
(11,500,000) 11,500,000
TOTAL $ (6,000) (21,389,906) $ (200,000) $ 3,238,406 $ 11,700,000 $ 1,157,500 $ (60,000) $ 5,560,000 $ Description
Transfer From: Transfer To:
1 6,000 $ Fund 120 - State Gas Tax Fund Fund 001 - General Fund 2 3,238,406 Fund 001 - General Fund Fund 560 - Debt Service Fund 3 60,000 Fund 830 - Solid Waste Enterprise Fund Fund 850 - Stormwater Enterprise Fund 4 5,500,000 Fund 001 - General Fund Fund 850 - Stormwater Enterprise Fund 5 200,000 Fund 450 - Liability Insurance Fund Fund 600 - Infrastructure Fund 6 1,157,500 Fund 001 - General Fund Fund 800 - Water Enterprise Fund 7 11,500,000 Fund 001 - General Fund Fund 600 - Infrastructure Fund $ TOTAL 21,661,906
Amount
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET SUMMARIES 65
Positions Summary by Department
Part-Time Part-Time Part-Time Part-Time Part-Time
Positions
(FTEs)
Positions
(FTEs)
Positions
(FTEs)
Positions
(FTEs)
Positions
(FTEs)
Policy and Management 23 0.55 24 0.55 23 0.93 21 1.16 (2) 0.23 City Clerk 5 - 5 - 8 0.50 8 0.50 - -
Finance 36 1.77 37 1.01 37 0.57 37 0.57 - -
Human Resources 17 1.76 20 1.56 20 1.56 20 1.50 - (0.06) Police Department
Sworn 145 - 145 - 154 - 154 - - -
Non-Sworn 103 7.25 104 7.25 104 7.25 110 7.04 6 (0.21)
Total 7.25 248 249 7.25 258 7.25 264 7.04 6 (0.21)
Fire Department
Sworn 87 - 87 - 86 - 86 - - -
Non-Sworn 9 2.34 9 2.34 13 3.22 15 3.42 2 0.20
Total 2.34 96 96 2.34 99 3.22 101 3.42 2 0.20
Community Development 70 2.83 73 0.76 72 0.76 72 0.46 - (0.30) Information Technology 33 7.58 34 7.58 34 7.58 34 7.58 - - Public Works 214 58.16 220 57.75 222 57.75 223 57.88 1 0.13 Community Services 68 95.95 68 98.95 67 103.88 67 104.76 - 0.88 TOTAL 810 178.19 826 177.75 840 184.00 847 184.87 7 0.87 The net increase of 7.87 FTEs represents 8.01 FTEs from enhancement requests (7 full-time positions and 1.01 net FTEs for part-time positions) and a net reduction of 0.14 part-time FTEs through various cost neutral reorganizations.

FY 2022-23
SUMMARY OF BUDGETED FULL-TIME EQUIVALENTS (FTEs)
Full-Time
Positions
Full-Time
Positions
FY 2023-24 FY 2024-25 Variance
Full-Time
Positions
FY 2025-26
Full-Time
Positions
Full-Time
Positions
Department
Department FY 2022-23 FY 2023-242 FY 2024-253 FY 2025-26 Variance Policy and Management 4,353,143 $ 4,848,154 $ 4,658,837 $ 4,759,227 $ 100,390 $ City Clerk 1,032,699 1,126,770 1,689,711 1,755,809 66,098 Finance 6,498,522 6,826,974 7,205,308 7,399,904 194,596 Human Resources 3,347,913 3,931,644 4,168,908 4,331,057 162,149 Police Department 64,060,013 65,098,353 69,526,707 74,026,489 4,499,782 Fire Department 35,903,161 38,321,815 39,177,764 42,048,106 2,870,342 Community Development 13,244,212 13,681,879 14,439,412 14,670,535 231,123 Information Technology 7,344,387 7,192,356 7,636,862 7,975,901 339,039 Public Works 38,189,912 39,404,396 42,446,287 44,040,969 1,594,682 Community Services 17,536,199 18,138,234 19,549,023 20,637,657 1,088,634 Non-Departmental1
16,124,544 10,401,771 15,179,671 15,236,279 56,608
TOTAL 201,911,932 $ 214,695,119 $ 225,678,490 $ 236,881,933 $ 11,203,443 $

SUMMARY OF BUDGETED SALARIES AND BENEFITS COSTS
1 The City began budgeting $5.0 million annually in increased funding for the CalPERS unfunded pension liability in FY 2019-20 and it is budgeted in the Non-Departmental category. In FY 2023-24, the provision for accelerated paydown of the unfunded pension liability was increased from $5.0 million to $10.0 million. 2 The increase in salaries and benefits from FY 2022-23 to FY 2023-24 was primarily due to Miscellaneous Bargaining Unit MOU contract increases and enhancement requests for new positions added. 3 FY 2024-25 budgeted salaries and benefits for the Emergency Management Division are presented under Policy and Management.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
66 CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
GENERAL FUND FORECAST 67
General Fund Forecast
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26 GENERAL FUND FORECAST 68 General Fund Forecast FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 FY 2031-32 FY 2032-33 FY 2033-34 FY 2034-35 Proposed Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Revenue Property Tax $ 113,849 114,063 $ 117,227 $ 120,728 $ 127,764 $ 135,081 $ 139,254 $ 143,577 $ 148,056 $ 152,696 $ Sales Tax 46,707 45,551 47,875 49,072 50,299 51,556 52,845 54,166 55,520 56,908 Transient Occupancy Tax (TOT) 46,364 48,461 51,604 55,351 61,384 63,226 65,123 67,077 69,089 71,162 Business Tax 65,448 64,165 66,757 68,092 69,454 70,843 72,260 73,705 75,179 76,683 Other Taxes 1,236 1,212 1,261 1,286 1,312 1,338 1,365 1,392 1,420 1,448 Intergovernmental Revenue 438 447 456 465 474 483 493 503 513 523 Licenses and Permits 18,556 18,927 19,306 19,692 20,086 20,488 20,898 21,316 21,742 22,177 One-Time Major Development Projects Revenue 13,416 906 - 9,691 9,691 9,691 9,691 9,691 9,691 9,691 Fines and Penalties 5,242 5,294 5,847 5,905 5,964 6,024 6,084 6,145 6,206 6,268 Use of Money and Property 10,687 10,687 10,687 10,687 10,687 10,687 10,687 10,687 10,687 10,687 Service Fees and Charges 11,996 12,236 12,481 12,731 12,986 13,246 13,511 13,781 14,057 14,338 Miscellaneous Revenue 7,216 3,672 2,764 3,050 4,379 5,710 5,790 5,873 5,958 6,046 Transfers In 6 6 6 6 6 6 6 6 6 6 Total Revenue 327,876 338,911 336,271 356,756 374,486 388,379 398,007 407,919 418,124 428,633 Expenditures Salaries and Benefits 160,960 168,566 175,557 181,686 186,685 191,706 195,231 199,913 203,364 207,957 Materials and Supplies 2,838 2,870 2,927 2,986 3,046 3,107 3,169 3,232 3,297 3,363 Contractual Services 28,652 25,802 25,992 25,492 26,002 26,522 27,052 27,593 28,145 28,708 Tourism and Marketing (from TOT) 6,623 6,923 7,372 7,907 8,769 9,032 9,303 9,582 9,870 10,166 BHUSD Joint Powers Agreement 14,500 14,790 15,086 15,388 15,696 16,010 16,330 16,657 16,990 17,330 Private Security 5,773 5,660 5,888 6,006 6,126 6,249 6,374 6,501 6,631 6,764 Supportive Housing / Unhoused Assistance 1,664 1,700 1,737 1,775 1,813 1,853 1,893 1,935 1,974 2,013 Internal Service Fund Charges 77,380 81,983 84,650 86,126 89,062 92,563 96,283 100,170 104,231 108,640 Other Charges 6,633 7,523 6,766 6,901 7,039 7,180 7,324 7,470 7,619 7,771 Transfer to Pension Trust 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 Transfers Out 21,392 21,396 20,396 17,895 19,187 19,689 20,188 21,188 21,189 21,547 Total Expenditures 337,196 346,432 356,371 362,162 373,425 383,911 393,147 404,241 413,310 424,259 Net Surplus / (Deficit) 1,715 (18,556) (20,100) (5,406) 1,061 4,468 4,860 3,678 4,814 4,374 Public Benefit Contribution Utilization1 0 0 0 0 0 0 0 0 0 0 Total Surplus / (Deficit) 1,715 $ (18,556) $ (20,100) $ (5,406) $ 1,061 $ 4,468 $ 4,860 $ 3,678 $ 4,814 $ 4,374 $ NOTE: Immaterial differences may exist due to rounding. Category (in Thousands) 1Reflects only those public benefit contributions approved to be applied against current expenditures and excludes public benefit contributions expected to be earmarked for future public benefit.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
GENERAL FUND FORECAST 69
General Fund Forecast Assumptions
Category
FY 2026-27
Forecast
FY 2027-28
Forecast
FY 2028-29
Forecast
FY2029-30
through
FY 2034-35
Forecast
Revenue
Property Tax (Assessed Value) 5.8% 3.2% 3.6% 3.6%
Sales Tax 2.5% 2.5% 2.5% 2.5%
Transient Occupancy Tax (TOT)16.0% 5.0% 3.0% 3.0%
Business Tax 2.0% 2.0% 2.0% 2.0%
Other Taxes 2.0% 2.0% 2.0% 2.0%
Intergovernmental Revenue 2.0% 2.0% 2.0% 2.0%
Licenses and Permits22.0% 2.0% 2.0% 2.0%
Fines and Penalties 1.0% 1.0% 1.0% 1.0%
Use of Money and Property 0.0% 0.0% 0.0% 0.0%
Service Fees and Charges 2.0% 2.0% 2.0% 2.0%
Miscellaneous Revenue30.0% 0.0% 0.0% 0.0%
Expenditures
Salaries and Benefits 3.8% 3.8% 3.0% 3.0%
Materials and Supplies 3.0% 2.0% 2.0% 2.0%
Contractual Services42.0% 2.0% 2.0% 2.0%
Other Charges52.0% 2.0% 2.0% 2.0%
Transfer to Pension Trust 0.0% 0.0% 0.0% 0.0%
5 The volatility in Other Charges reflects the erratic nature of required debt service payments.

NOTE: The General Fund forecast uses inflationary assumptions for revenue and expenditure growth based on historical data, economic indicators, and expert projections. While these percentages provide a baseline, actual year-to-year changes may differ due to adjustments for known anomalies or unique factors affecting specific line items. The chart above illustrates the inflationary assumptions applied to various revenue and expenditure categories in the forecast. 4 The FY 2026-27 decrease in Contractual Services reflects the winding down of construction for the Metro Purple Line Extension project and the associated decrease in engineering and compliance monitoring services for the Metro project. 1 TOT assumptions include an estimated two-year partial closure period for the Beverly Hilton Hotel for refurbishment from January 2026 through December 2027.
2 Licenses and Permits excludes one-time revenue from major development projects. 3 The FY 2026-27 decrease in Miscellaneous Revenue reflects the winding down of construction for the Metro Purple Line Extension project and the associated decrease in Metro reimbursement revenue. The FY 2028-29 through FY 2030-31 increases in Miscellaneous Revenue reflect increased municipal surcharge revenue related to the anticipated opening of the OneBH development.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
GENERAL FUND FORECAST 70
General Fund History
FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25
Actuals Actuals Actuals Actuals Projected
Revenue
Property Tax $ 93,842 86,391 $ 101,777 $ 100,890 $ 104,776 $ Sales Tax 45,489 37,235 43,344 41,433 47,399
Transient Occupancy Tax (TOT) 19,255 42,411 51,822 47,981 47,390 Business Tax 53,597 43,765 58,101 61,206 62,600
Other Taxes 2,165 1,663 1,177 1,735 1,385
Intergovernmental Revenue 5,579 5,568 1,075 1,515 895
Licenses and Permits 14,964 19,109 19,247 18,732 21,083 One-Time Major Development Projects Revenue - 5,513 2,813 5,980 8,519 Fines and Penalties 7,625 5,333 6,781 6,540 5,796
Use of Money and Property 5,704 4,181 5,462 7,759 9,612 Service Fees and Charges 9,345 10,024 12,579 13,733 14,668 Miscellaneous Revenue 18,034 11,606 11,473 11,832 11,136 Transfers In 1,145 7,083 6 6 3,006
Total Revenue 302,276 254,350 315,657 319,344 338,265
Expenditures
Salaries and Benefits 127,830 129,543 137,520 143,587 148,562 Materials and Supplies 2,164 2,247 2,732 2,418 2,619
Contractual Services 29,310 24,501 26,302 28,386 35,166 Tourism and Marketing (from TOT) 2,897 4,559 5,562 6,475 9,406 BHUSD Joint Powers Agreement 11,500 11,696 11,696 13,700 14,100 Private Security 3,463 - 6,484 6,042 6,170
Supportive Housing / Unhoused Assistance - - 546 2,651 1,881 Internal Service Fund Charges 42,085 51,758 66,556 73,106 80,320 Other Charges 9,392 9,998 10,678 6,003 6,665
Transfer to Pension Trust 5,000 5,000 5,000 10,000 10,000 Transfer of Earmark to OPEB Trust - 10,000 - - -
Transfers Out 36,070 25,548 34,813 46,850 21,892
Total Expenditures 288,230 256,333 307,890 339,218 336,781 Net Surplus / (Deficit) 14,046 (1,983) 7,767 (19,874) 1,484 Public Benefit Contribution Utilization1 1,000 - - 10,000 - Total Surplus / (Deficit) $ (983) $ 14,046 $ 7,767 $ (9,874) $ 1,484 NOTE: Immaterial differences may exist due to rounding.

Category
1Reflects only those public benefit contributions applied against current expenditures and excludes public benefit contribution earmarks for future public benefit.
(in Thousands)
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26 GENERAL FUND FORECAST 71 General Fund History and Forecast Charts NOTE: Total Revenue excludes one-time public benefit contributions.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26 GENERAL FUND FORECAST 72 General Fund History and Forecast Charts (Continued) NOTE: FY 2020-21 and FY 2023-24 reflect the utilization of one-time public benefit contributions to fund current expenditures.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET ENHANCEMENTS 73
Budget Enhancements
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26 BUDGET ENHANCEMENTS 74 Request # Request Title Category Recurring Program Program Title Fund Department Request Cost Offset Net Request One-Time Cost Recurring Cost 050-001 Litigation and Special Services Non-Position Yes 48000503 Litigation and Special Services 480 300,000 $ - $ 300,000 $ - $ 300,000 $ 050-002 City Attorney Rate Increase Non-Position Yes 48000501 General Services 480 102,000 - 102,000 - 102,000 Count = 2 050-City Attorney - 402,000 402,000 - 402,000 170-001 CAD/Mobile/RMS Systems Upgrade to the Cloud Non-Position Yes 41001501 IT Administration 410 457,193 - 457,193 81,000 376,193 170-003 Private Armed Security Services Non-Position No 00102301 Patrol Unit 001 4,500,000 - 4,500,000 4,500,000 - Count = 2 170-Police - 4,957,193 4,957,193 4,581,000 376,193 270-001 Tyler Technologies Enterprise Permitting and Licensing Software Platform Implementation Non-Position No 00403601 CD Technology Fee 004 2,226,498 - 2,226,498 2,226,498 - 270-002 Objective Design Standards Non-Position No 14003701 General Plan Planning 140 200,000 - 200,000 200,000 - Count = 2 270-Community Development - 2,426,498 2,426,498 2,426,498 - 310-001 Software Licensing and System Maintenance Costs Non-Position Yes 41001501 IT Administration 410 271,3 - 00 271,300 10,900 260,400 Count = 1 310-Information Technology - 271,300 271,300 10,900 260,400 Position Yes 00112401 Inspection Services 001 62,340 (59,064) 3,276 - 3,276 Position Yes 00112402 Civil Engineering Services 001 62, (59,064) 340 3,276 - 3,276 Position Yes 48012301 Project Administration 480 226,882 (199,097) 27,785 - 27,785 Position Yes 48012403 Capital Project Management 480 498 (472,514) ,723 26,209 - 26,209 Position Yes 80006003 Water Maintenance and Repair 800 - (162,109) (162,109) - (162,109) Non-Position Yes 00112401 Inspection Services 001 360,00 (19,200) 0 340,800 360,000 (19,200) Non-Position Yes 48012403 Capital Project Management 480 - (19,200) (19,200) - (19,200) Non-Position Yes 49008501 Vehicle Maintenance 490 12,000 - 12,000 - 12,000 Non-Position 00105601 Tree Maintenance 001 870,000 - 870,000 - 870,000 350-004 Burton Way Median Operations and Maintenance Non-Position Yes 28005504 Stormwater Measure W Municipal Program 280 250,000 - 250,000 - 250,000 350-005 Water Quality Sampling Non-Position Yes 80006004 Water Quality 800 315,000 - 315,000 280,000 35,000 350-006 Transportation Manager Position Yes 00112501 Transportation Planning & Traffic Engineering 001 201,118 (194,709) 6,409 - 6,409 350-007 Senior Project Manager (Two-Year Limited Term) Position Yes 48012301 Project Administration 480 262,6 - 47 262,647 - 262,647 350-008 Customer Service Representative Regular Part-Time Position Yes 48009505 PW General Customer Services 480 82,517 - 82,517 - 82,517 350-009 Water Purchases Non-Position Yes 80006003 Water Maintenance and Repair 800 1,105,912 - 1,105,912 - 1,105,912 Non-Position Yes 83005202 Solid Waste Commercial 830 577 - ,622 577,622 - 577,622 Non-Position Yes 83005201 Solid Waste Residential 830 99 - ,024 99,024 - 99,024 Position Yes 80006004 Water Quality 800 87,397 (194,542) (107,145) - (107,145) Position Yes 84005401 Wastewater Maintenance and Repair 840 21,849 (13,635) 8,214 - 8,214 350-011b Water Quality Program Enhancement: Accrediting Laboratory Supplies Non-Position Yes 80010007 Water Inventory - Water Quality 800 55,000 - 55,000 - 55,000 Position 85005502 Stormwater Operations 850 94,359 - 94,359 - 94,359 Position 83005202 Solid Waste Commercial 830 4,966 - 4,966 - 4,966 350-012b Environmental Maintenance Equipment (Metro) Non-Position No 85005502 Stormwater Operations 850 93,50 - 0 93,500 93,500 - 350-013 Sustainability Program Non-Position Yes 00105701 Sustainability 001 150,000 - 150,000 - 150,000 Count = 15 350-Public Works (1,393,134) 5,493,196 4,100,062 733,500 3,366,562 400-001 Early Education Programming Non-Position Yes 00106701 Early Education 001 150,000 (70,000) 80,000 25,000 55,000 400-002a Community Services Assistant Position Yes 00106703 Adults 001 52,896 (43,000) 9,896 - 9,896 Non-Position No 00106703 Adults 001 6,400 - 6,400 6,400 - Non-Position No 41001501 IT Administration 410 19,200 (19,200) - - - 400-004 Safety and Hospitality Ambassadors Non-Position Yes 00108803 Community Support 001 558,501 - 558,501 - 558,501 400-005 BHUSD Joint Powers Agreement Non-Position Yes 00108802 JPA 001 400,000 - 400,000 - 400,000 Count = 5 400-Community Services (132,200) 1,186,997 1,054,797 31,400 1,023,397 27 Total Recommended Enhancement Requests $ 14,737,184 $ (1,525,334) $ 13,211,850 $ 7,783,298 $ 5,428,552 350-012a Environmental Maintenance Worker (Metro) Yes 400-002b Pickleball Programming 350-010 Athens Agreement - Yearly Consumer Price Index Increase 350-011a Water Quality Program Enhancement Laboratory Staffing : Water Quality Technician Upgrade Yes FY 2025-26 BUDGET ENHANCEMENT SUMMARY (RECOMMENDED) 350-001 Engineering/Project Administration Restructure 350-002 Vehicles for Public Works Inspectors (8) 350-003 Tree Trimming, Maintenance, Removal, and Replacement CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26 BUDGET ENHANCEMENTS 75 NOTE: Detailed budget enhancement forms can be found within the Supplemental Information section beginning on page 153. Request # Request Title Category Recurring Program Program Title Fund Department Request Cost Offset Net Request One-Time Cost Recurring Cost 170-002a Community Service Officer (6) Position Yes 00102305 Metro Detail 001 772,348 $ - $ 772,348 $ - $ 772,348 $ Non-Position No 00102305 Metro Detail 001 280,000 - 280,000 280,000 - Non-Position No 41001501 IT Administration 410 20,000 - 20,000 20,000 - Count = 2 170-Police - 1,072,348 1,072,348 300,000 772,348 270-003 Development Impact Fee Nexus Study Non-Position No 00103602 CD Administration 001 330,000 - 330,000 330,000 - Count = 1 270-Community Development - 330,000 330,000 330,000 - 400-003 Next Night Street Festival Funding Non-Position No 00108803 Community Support 001 150,000 - 150,000 150,000 - Count = 1 400-Community Services - 150,000 150,000 150,000 - 4 Total Enhancement Requests for Council Consideration $ - 1,552,348 $ 1,552,348 $ 780,000 $ 772,348 $ 31 SUBTOTAL ENHANCEMENTS $ (1,525,334) 16,289,532 $ 14,764,198 $ 8,563,298 $ 6,200,900 $ Approval Date Title and Item # Category Recurring Program Program Title Fund Department Request Cost Offset Net Request One-Time Cost Recurring Cost 7/16/2024 Water Purchases (Pass-through charges) (Study Session Item A-3) Non-Position Yes 80006003 Water Maintenance and Repair 800 210,244 $ - $ 210,244 $ - $ 210,244 $ Count=1 350-Public Works - 210,244 210,244 - 210,244 1 Total Enhancement Requests Previously Approved* $ - 210,244 $ 210,244 $ - $ 210,244 $ 32 GRAND TOTAL ALL ENHANCEMENTS $ (1,525,334) 16,499,776 $ 14,974,442 $ 8,563,298 $ 6,411,144 $ *Excludes personnel cost increases for reclassifications. FY 2025-26 BUDGET ENHANCEMENT SUMMARY (PRIOR COUNCIL APPROVAL) FY 2025-26 BUDGET ENHANCEMENT SUMMARY (FOR COUNCIL CONSIDERATION) 170-002b CSO Equipment and Vehicles (2) CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26 BUDGET ENHANCEMENTS 76 FTEs / Fund Department Request Cost Offset Net Request One-Time Cost Recurring Cost Total Position Enhancement Requests 8.01 $ 2,430,382 $ (1,397,734) $ 1,032,648 $ - $ 1,032,648 Total Non-Position Enhancement Requests N/A 13,859,150 (127,600) 13,731,550 8,563,298 5,168,252 Requests by Category 8.01 16,289,532 $ (1,525,334) $ 14,764,198 $ 8,563,298 $ 6,200,900 $ Total General Fund 001 $ 8,905,943 $ (445,037) $ 8,460,906 $ 5,651,400 $ 2,809,506 Total Community Development Technology Fund 004 2,226,498 - 2,226,498 2,226,498 - Total General Plan Fund 140 200,000 - 200,000 200,000 - Total Measure W - Safe Clean Water Fund 280 250,000 - 250,000 - 250,000 Total Information Technology Fund 410 767,693 (19,200) 748,493 111,900 636,593 Total Policy, Admin, and Legal Fund 480 1,472,769 (690,811) 781,958 - 781,958 Total Vehicle Replacement Fund 490 12,000 - 12,000 - 12,000 Total Water Enterprise Fund 800 1,563,309 (356,651) 1,206,658 280,000 926,658 Total Solid Waste Enterprise Fund 830 681,612 - 681,612 - 681,612 Total Wastewater Enterprise Fund 840 21,849 (13,635) 8,214 - 8,214 Total Stormwater Enterprise Fund 850 187,859 - 187,859 93,500 94,359 Requests by Fund $ (1,525,334) 16,289,532 $ 14,764,198 $ 8,563,298 $ 6,200,900 $ 050-City Attorney 0.00 $ 402,000 - $ 402,000 $ - $ 402,000 170-Police 6.00 $ 6,029,541 - 6,029,541 4,881,000 1,148,541 270-Community Development 0.00 $ 2,756,498 - 2,756,498 2,756,498 - 310-Information Technology 0.00 271,300 $ - 271,300 10,900 260,400 350-Public Works 1.13 5,493,196 $ (1,393,134) 4,100,062 733,500 3,366,562 400-Community Services 0.88 1,336,997 $ (132,200) 1,204,797 181,400 1,023,397 Requests by Department 8.01 16,289,532 $ (1,525,334) $ 14,764,198 $ 8,563,298 $ 6,200,900 $ FY 2025-26 BUDGET ENHANCEMENT SUMMARY (RECOMMENDED AND FOR COUNCIL CONSIDERATION ONLY) CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
DEPARTMENT BUDGETS 77
Department Budgets
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
78 CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
POLICY AND MANAGEMENT 79
Policy and Management
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
POLICY AND MANAGEMENT 80
Department Organizational Chart
Policy and Management
Department
Marketing and
Economic
Sustainability
Communications City Council and
Administrative Support
Tourism and
Marketing
Business
Attraction
Business Retention
and Expansion
Small Business
Development
Community
Outreach
Media Relations/
Public Information
Real Estate and
Property Management
Real Estate
Development
Real Estate Asset
Management
Implement City
Council Priorities
Intergovernmental
Relations
Legislative
Advocacy Team Beverly Hills
Strategic
Communications
Commercial Lease
Management
Contract Review
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
POLICY AND MANAGEMENT 81
Department Mission
Policy and Management provides overall direction and support to ten City departments for the implementation of City Council policy. Through strong leadership, strategic vision, and professional management, the Department ensures that City initiatives and operations are cost efficient and effective.

The Department sets the highest standards for the development, coordination, and implementation of municipal programs to meet the short and long-term needs of the community.

Work Plans
Vision Statement #1: Beverly Hills offers the highest quality of life achievable and maintains a unique and friendly character for residents, visitors, and neighbors.  Develop plans for affordable housing projects on City-owned property as set forth in the Housing Element of the General Plan (Imp 10.6 Partnerships with Affordable Housing Developers).

Vision Statement #5: Beverly Hills is known internationally for its alluring and distinctive hotels, retail stores, restaurants, and entertainment and headquarter businesses.  Attract and retain businesses and lease vacant office, retail, and restaurant spaces owned by the City and Parking Authority (Action 1.F.2. of the Economic Sustainability Plan).

Department Personnel
FY 2023-24
Adopted
FY 2024-25
Adopted
FY 2025-26
Proposed
Variance
from PY
Total Full-Time Positions* 24 23 21 (2)
Total Part-Time (FTE)* 0.55 0.93 1.16 0.23
*The decrease of two full-time positions and net increase of 0.23 part-time FTEs is attributable to the reorganization of the Emergency Management Division from the Policy and Management Department to the Fire Department in FY 2024-25. As part of the reorganization, one full-time Management Assistant was transferred to the Fire Department as well as 0.20 part-time FTEs for an intern position. Additionally, the Assistant to the City Manager was eliminated and replaced with the Emergency Management Manager in the Fire Department and the addition of 0.43 part-time FTEs in the Policy and Management Department to offset the elimination of the Assistant to the City Manager position on a cost-neutral basis.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
POLICY AND MANAGEMENT 82
Full-Time Positions FY 2023-24
Adopted
FY 2024-25
Adopted
FY 2025-26
Proposed
Variance
from PY
Assistant City Manager 1 1 1 0
Assistant to the City Manager 1 1 0 (1)
City Manager 1 1 1 0
City Treasurer 1 1 1 0
Communications and Marketing Assistant 1 0 0 0
Community Outreach Manager 1 1 1 0
Councilmember 5 5 5 0
Deputy City Manager 1 1 1 0
Deputy Director of Special Projects, Public
Safety 1 1 1 0
Executive Assistant 1 1 1 0
Executive Assistant to the City Council 1 1 1 0
Management Analyst 1 1 1 0
Management Assistant 1 1 0 (1)
Marketing and Economic Sustainability
Manager
1 1 1 0
Municipal Affairs Program Manager 1 1 1 0
Office Manager 1 1 1 0
Principal Performance Auditor 1 0 0 0
Public Information Coordinator 0 1 1 0
Public Information Manager 1 1 1 0
Real Property Development Manager 1 1 1 0
Senior Management Analyst 0 1 1 0
Senior Policy and Management
Administrator, Public Safety 1 0 0 0
Total 24 23 21 (2)
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
POLICY AND MANAGEMENT 83
Department Budget
Expenditures by Category
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
Percent
Change
Salaries and Benefits 4,104,978 4,658,837 4,759,227 2.2% Materials and Supplies 64,049 65,100 64,250 -1.3%
Contractual Services [C] 10,502,093 12,295,636 11,003,049 -10.5% Capital Outlay [D] 820 288,274 - -100.0%
Internal Service Fund Charges 3,672,867 3,175,042 3,061,275 -3.6% Other Charges [E] 90,055 93,713 117,231 25.1%
Total Expenditures 18,434,862 $ 20,576,602 $ 19,005,032 $ -7.6% [A] Decrease due to the transfer of the Emergency Management Division from the Policy and Management Department to the Fire Department.
[B] Decrease in projection of reimbursements from Metro based on current project status. [C] Decrease due to the transfer of the City Hall security budget to the Fire Department, the transfer of the Next Beverly Hills budget to the Community Services Department, and an adjustment of the tourism and marketing budget to align with projected Transient Occupancy Tax (TOT) revenue. [D] Decrease based on scheduled replacement of equipment. [E] Increase due to higher projected utility costs.

Revenue by Category
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
Percent
Change
Use of Money and Property 55,323 20,000 20,000 0.0%
Internal Service Fund Receipts [A] 11,548,948 10,518,417 9,002,721 -14.4% Miscellaneous Revenue [B] 2,819,493 1,900,000 1,200,000 -36.8% Total Revenue 14,423,764 $ 12,438,417 $ 10,222,721 $ -17.8% CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
84 CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
CITY ATTORNEY 85
City Attorney
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
CITY ATTORNEY 86
Department Organizational Chart
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
CITY ATTORNEY 87
Department Mission
The mission of the City Attorney’s Office is to provide or oversee high quality legal services for the City Council, City officials, departments, boards, and commissions in the conduct of City business; to represent the City before judicial and administrative proceedings; and to prosecute Municipal Code violations occurring in the City.

Department Personnel
FY 2023-24
Adopted
FY 2024-25
Adopted
FY 2025-26
Proposed
Variance
from PY
Total Full-Time Positions* 0 0 0 0
Total Part-Time (FTE)* 0.00 0.00 0.00 0.00
*Employees of contracted legal firms staff the City Attorney’s Office.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
CITY ATTORNEY 88
Department Budget
Revenue by Category
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
Percent
Change
Internal Service Fund Receipts [A] 3,677,101 4,044,964 4,450,614 10.0% Total Revenue 3,677,101 $ 4,044,964 $ 4,450,614 $ 10.0% Expenditures by Category
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
Percent
Change
Materials and Supplies 20,619 17,500 17,500 0.0%
Contractual Services [B] 4,654,292 4,007,350 4,409,350 10.0% Internal Service Fund Charges 36,696 4,555 4,555 0.0%
Other Charges [C] 10,291 11,000 14,654 33.2%
Total Expenditures 4,721,898 $ 4,040,405 $ 4,446,059 $ 10.0% [A] Increase to align with funding needs, driven by an increase in legal fees. [B] Increase due to budget enhancement requests.
[C] Increase due to higher projected utility costs.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
CITY CLERK 89
City Clerk
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
CITY CLERK 90
Department Organizational Chart
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
CITY CLERK 91
Department Mission
The mission of the City Clerk’s Office is to administer the democratic processes of the City of Beverly Hills.

This may include the coordination of municipal elections, City Council meetings, processing of City records, and all legislative actions, ensuring transparency to the public in an ethical, professional, and impartial manner.

Work Plans
Vision Statement #3: Beverly Hills is known throughout the region, state, and nation as a leading edge, innovative community in its government, business, and technology programs.  Provide enhanced coordination towards expanded elections planning, City Council meetings, and an increase in public records requests.

Department Personnel
FY 2023-24
Adopted
FY 2024-25
Adopted
FY 2025-26
Proposed
Variance
from PY
Total Full-Time Positions 5 8 8 0
Total Part-Time (FTE) 0.00 0.50 0.50 0.00
Full-Time Positions FY 2023-24
Adopted
FY 2024-25
Adopted
FY 2025-26
Proposed
Variance
from PY
Assistant City Clerk 0 1 1 0
City Clerk 1 1 1 0
City Clerk Assistant 1 0 0 0
City Clerk Specialist 0 1 1 0
Deputy City Clerk 1 1 1 0
Executive Assistant 0 1 1 0
Management Analyst 1 1 1 0
Public Records Coordinator 0 1 1 0
Records and Archives Manager 1 1 1 0
Total 5 8 8 0
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
CITY CLERK 92
Department Budget
Revenue by Category
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
Percent
Change
Service Fees and Charges 270 - - 0.0%
Internal Service Fund Receipts 2,250,089 2,985,707 3,099,910 3.8% Miscellaneous Revenue 907,553 100 100 0.0%
Total Revenue 3,157,912 $ 2,985,807 $ 3,100,010 $ 3.8%
Expenditures by Category
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
Percent
Change
Salaries and Benefits 985,465 1,689,711 1,755,809 3.9%
Materials and Supplies 12,865 14,268 14,268 0.0%
Contractual Services 399,125 258,040 258,040 0.0%
Capital Outlay [A] - 2,769 4,633 67.3%
Internal Service Fund Charges [B] 813,242 985,067 1,046,320 6.2% Other Charges [C] 27,143 27,815 14,654 -47.3%
Total Expenditures 2,237,840 $ 2,977,670 $ 3,093,724 $ 3.9% [A] Increase based on scheduled replacement of equipment. [B] Increase primarily due to higher allocation percentages, driven by a significant percentage increase in the number of current year authorized positions in the department. [C] Decrease due to the final payoff of outstanding bonds which funded the City’s alternative retiree medical program (ARMP), partially offset by higher projected utility costs.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
FINANCE 93
Finance
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
FINANCE 94
Department Organizational Chart
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
FINANCE 95
Department Mission
In order to ensure a financially secure and effective city government, the mission of the Finance Department is to provide sound fiscal analysis, support services, and reporting in an accurate, timely, cost-effective, and professional manner to City officials, departments, residents, and businesses.

Work Plans
Vision Statement #3: Beverly Hills is known throughout the region, state, and nation as a leading edge, innovative community in its government, business, and technology programs.  Continue to review upgrades to the City’s enterprise resource planning (ERP) system, Tyler Munis, to the latest version providing additional software capabilities and investigate implications of upgrading the City’s financial/ERP software to an online software as a service (Saas) model; explore implementation of inventory modules within the City’s ERP system to track and manage frequently purchased goods.
 Support Human Resources in negotiations and labor costing for memoranda of understanding with the City’s three sworn employee associations.
 Implement GovInvest labor costing module.
 Request proposals for and coordinate a Citywide fee study to achieve full cost recovery of City services; develop an online database of Citywide fees and update with current and historical data.  Request proposals for business tax modernization and work with the selected consultant.  Implement an online payment platform for general billing and miscellaneous cash receipts payments.
 Implement improved policies and procedures for Purchase Card Industry (PCI) Data Security Standards and reduce scope of PCI compliance Citywide through adoption of new cashiering platforms and online payment solutions.
 Re-examine Council-approved pension amortization acceleration strategy for paying down the City’s unfunded pension liability.
 Assume responsibility for and administer the Community Charitable Foundation Committee and associated meetings, website, and financial reporting to the Board.  Implement a payment portal to process Community Charitable Foundation donations online.

Implement upcoming Governmental Accounting Standards Board Statements (GASB), such as GASB 103-Financial Reporting Model Improvements and GASB 104-Capital Asset Disclosures.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
FINANCE 96
Department Personnel
FY 2023-24
Adopted
FY 2024-25
Adopted
FY 2025-26
Proposed
Variance
from PY
Total Full-Time Positions 37 37 37 0
Total Part-Time (FTE) 1.01 0.57 0.57 0.00
Full-Time Positions FY 2023-24
Adopted
FY 2024-25
Adopted
FY 2025-26
Proposed
Variance
from PY
Account Clerk II 1 1 1 0
Account Specialist 5 4 4 0
Accountant I 4 4 4 0
Accountant II 1 1 1 0
Accounting Manager 1 1 1 0
Accounting Technician 3 3 3 0
Assistant Director of Finance 1 1 1 0
Budget and Financial Analyst 2 2 2 0
Budget Manager 1 1 1 0
Customer Services Supervisor 0 1 1 0
Director of Finance 1 1 1 0
Executive Assistant 1 1 1 0
Payroll Program Manager 1 1 1 0
Planning and Research Analyst 1 1 1 0
Principal Accountant 3 3 3 0
Purchasing Analyst 2 2 2 0
Purchasing Services Manager 1 1 1 0
Revenue Operations Investigator 1 1 1 0
Revenue Services Manager 1 1 1 0
Senior Account Specialist 1 1 1 0
Senior Accounting Technician 1 1 1 0
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
FINANCE 97
Full-Time Positions (Continued) FY 2023-24
Adopted
FY 2024-25
Adopted
FY 2025-26
Proposed
Variance
from PY
Senior Financial Systems Analyst 1 1 1 0
Senior Management Analyst 3 3 3 0
Total 37 37 37 0
Department Budget
Revenue by Category
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
Percent
Change
Licenses and Permits 88,079 80,000 80,000 0.0%
Service Fees and Charges 37,323 40,000 40,000 0.0%
Internal Service Fund Receipts 9,349,534 9,423,031 9,513,536 1.0% Miscellaneous Revenue [A] 22,123 10,000 20,000 100.0%
Total Revenue 9,497,059 $ 9,553,031 $ 9,653,536 $ 1.1%
Expenditures by Category
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
Percent
Change
Salaries and Benefits 6,036,666 7,205,308 7,399,904 2.7% Materials and Supplies [B] 17,458 13,950 16,500 18.3%
Contractual Services 823,175 1,227,066 1,224,516 -0.2%
Internal Service Fund Charges 3,421,977 3,385,594 3,308,887 -2.3% Other Charges [C] 736,579 816,508 377,277 -53.8%
Total Expenditures 11,035,855 $ 12,648,426 $ 12,327,084 $ -2.5% [A] Increase due to higher projection of rebates.
[B] Increase due to reallocation from Contractual Services budget. [C] Decrease due to lower estimated credit card fees for revenue collection and the final payoff of outstanding bonds which funded the City’s alternative retiree medical program (ARMP), partially offset by higher projected utility costs.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
98 CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
HUMAN RESOURCES 99
Human Resources
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
HUMAN RESOURCES 100
Department Organizational Chart
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
HUMAN RESOURCES 101
Department Mission
The mission of Human Resources is to be a collaborative and strategic partner, using fair and equitable practices to attract, hire, develop, support, and retain a highly qualified workforce, and to mitigate liability through effective loss prevention programs.

Work Plans
Vision Statement #1: Beverly Hills offers the highest quality of life achievable and maintains a unique and friendly character for residents, visitors, and neighbors.  Continue community outreach and local advertisement of City of Beverly Hills job opportunities to encourage residents to apply for City positions.

Vision Statement #2: Beverly Hills is a world-class community, offering an extraordinary environment, activities, and events.
 Participation in the City’s Team Beverly Hills program to educate City residents about the wide range of diverse programs administered by Human Resources.  Support and participate in career-related programs with Beverly Hills High School.

Vision Statement #3: Beverly Hills is known throughout the region, state, and nation as a leading edge, innovative community in its government, business, and technology programs.  Continue the development of the City’s New Employee Orientation Program with an enhanced introduction to the City’s culture, departments, services, and events.  Continue to work closely with the City’s nine employee labor associations and City departments to support effective management of labor agreements.
 Negotiate new labor agreements with the City’s three sworn employee associations.  Continue to expand the Learning and Development program for all levels of the organization.  Implementation of new technologies for improved operational efficiency.

Vision Statement #4: Beverly Hills is committed to being the safest city in America.  Continue to develop and implement effective loss control and employee injury and illness prevention programs designed to mitigate City liability.  Thoroughly and efficiently investigate general liability claims for timely resolution in an effort to reduce or eliminate litigation expenses.
 Continue to thoroughly evaluate workers’ compensation claims to ensure the timely administration of benefits and resolution of claims in an efficient and cost-effective manner.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
HUMAN RESOURCES 102
Department Personnel

FY 2023-24
Adopted
FY 2024-25
Adopted
FY 2025-26
Proposed
Variance
from PY
Total Full-Time Positions* 20 20 20 0
Total Part-Time (FTE)* 1.56 1.56 1.50 (0.06)
*As part of a cost-neutral reorganization, the Senior Management Analyst was eliminated, a Risk Management and Benefits Analyst was added, and part-time FTEs were decreased by 0.06. In April 2025, City Council approved the establishment of the Human Resources Associate classification and the reclassification of an Executive Assistant, two Human Resources Associate Is, and four Human Resources Associate IIs to this new classification.

Full-Time Positions FY 2023-24
Adopted
FY 2024-25
Adopted
FY 2025-26
Proposed
Variance
from PY
Assistant Director of Human Resources 1 1 1 0
Director of Human Resources 1 1 1 0
Executive Assistant 1 1 0 (1)
Human Resources Analyst (includes one
three-year limited term position) 5 5 5 0
Human Resources Associate 0 0 7 7
Human Resources Associate I 2 2 0 (2)
Human Resources Associate II 4 4 0 (4)
Human Resources Manager 1 1 1 0
Risk Management and Benefits Analyst 2 2 3 1
Risk Manager 1 1 1 0
Senior Human Resources Analyst 1 1 1 0
Senior Management Analyst 1 1 0 (1)
Total 20 20 20 0
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
HUMAN RESOURCES 103
Department Budget
Revenue by Category
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
Percent
Change
Internal Service Fund Receipts [A] 32,145,791 36,158,944 38,843,257 7.4% Miscellaneous Revenue 1,000,041 - - 0.0%
Total Revenue 33,145,832 $ 36,158,944 $ 38,843,257 $ 7.4% Expenditures by Category
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
Percent
Change
Salaries and Benefits 3,544,959 4,168,908 4,331,057 3.9% Materials and Supplies [B] 173,134 143,420 133,420 -7.0% Contractual Services 4,541,400 3,054,879 3,058,879 0.1% Capital Outlay 45,019 60,000 60,000 0.0%
Internal Service Fund Charges [C] 2,017,134 2,124,283 2,231,955 5.1% Other Charges 23,119,289 24,668,818 25,482,060 3.3%
Total Expenditures 33,440,935 $ 34,220,308 $ 35,297,371 $ 3.1% [A] Increase to align with funding needs, driven by increases in liability insurance and workers’ compensation costs. [B] Decrease due to reallocation to Contractual Services budget. [C] Increase primarily due to increased liability charges.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
104
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
POLICE DEPARTMENT 105
Police Department
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
POLICE DEPARTMENT 106
Department Organizational Chart
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
POLICE DEPARTMENT 107
Department Mission
It is the mission of the Beverly Hills Police Department to provide professional proactive services in partnership with our community.

Work Plans
Vision Statement #4: Beverly Hills is committed to being the safest city in America.  Continue planning for Metro Subway Public Safety project.  Support Beverly Hills Unified School District (BHUSD) with security/safety objectives and traffic mitigation plans for schools.
 Continue to deploy Office of Traffic Safety (OTS) grant funding towards traffic safety measures.  Fill vacant public safety positions.
 Continue the partnership with the LA County Department of Mental Health in implementing alternate means of policing in sensitive areas (i.e., mental health, homelessness).  Stay contemporary with current and proposed legislative changes.  Continue expanding and enhancing the City’s License Plate Reader (LPR) system.  Continue to expand the City’s Closed-Circuit Television (CCTV) camera network.  Expand the analytical capabilities of the City’s CCTV camera system to assist law enforcement with crime prevention and crime detection.
 Implement a software solution that integrates privately owned camera systems into the City’s network to increase public safety.
 Continue recruitment strategies to increase the number of qualified applicants for critical positions (Police Officer and Communications Dispatcher).
 Work in partnership with Project Administration to complete necessary capital improvement projects to improve the functionality and security of the police station.  Finalize the implementation of the residential parking digital management solution.  Ensure the timely processing of Concealed Carry Weapon (CCW) licenses.  Complete all legally mandated training and provide professional development opportunities for Police employees.
 Continuously review and update Department policies and procedures to ensure best practices are in place.
 Procure equipment, tools, and technology to stay current with new systems and technology available within law enforcement.
 Continue to develop and expand the Real Time Watch Center (RTWC).  Continue implementing the Organized Retail Theft Prevention grant.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
POLICE DEPARTMENT 108
Department Personnel
FY 2023-24
Adopted
FY 2024-25
Adopted
FY 2025-26
Proposed
Variance
from PY
Total Full-Time Positions* 249 258 264 6
Total Part-Time (FTE)* 7.25 7.25 7.04 (0.21)
*The net increase of six full-time positions is attributable to an enhancement request for the addition of six Community Service Officers. As part of a cost-neutral reorganization, the Management Assistant was eliminated, an Executive Assistant was added, and part-time FTEs were decreased by 0.21. In November 2024, City Council approved the reclassification of the Administrative Assistant to the Public Information Specialist and the reclassification of two Police Digital Media Technicians to Police Media Technicians.

Full-Time Positions FY 2023-24
Adopted
FY 2024-25
Adopted
FY 2025-26
Proposed
Variance
from PY
Administrative Assistant 1 1 0 (1)
Administrative Assistant Safety Support 1 1 1 0
Assistant Division Commander 1 1 1 0
Chief of Police 1 1 1 0
Civilian Investigator 2 2 2 0
Civilian Rangemaster 1 1 1 0
Communications Dispatcher 15 15 15 0
Communications Supervisor 4 4 4 0
Communications Systems Technician 1 0 0 0
Community Service Officer 0 0 6 6
Crime and Intelligence Analyst 2 2 2 0
Executive Assistant 1 1 2 1
Jail Supervisor 1 1 1 0
Management Assistant 1 1 0 (1)
Parking Enforcement Dispatcher 2 2 2 0
Police Captain 3 3 3 0
Police Digital Media Technician 2 2 0 (2)
Police Lieutenant 9 9 9 0
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
POLICE DEPARTMENT 109
Full-Time Positions (Continued) FY 2023-24
Adopted
FY 2024-25
Adopted
FY 2025-26
Proposed
Variance
from PY
Police Media Technician 0 0 2 2
Police Officer (includes one three-year
limited term position) 106 114 114 0
Police Records Manager 1 1 1 0
Police Sergeant 26 27 27 0
Police Services Assistant 1 1 1 0
Police Services Specialist 3 3 3 0
Property and Crime Lab Manager 1 1 1 0
Property Officer 2 2 2 0
Public Information Specialist 0 0 1 1
Public Safety Communications Manager 1 1 1 0
Public Safety Communications Systems
Technician 0 1 1 0
Records Supervisor 4 4 4 0
Senior Forensic Specialist 4 4 4 0
Senior Management Analyst 1 1 1 0
Senior Police Services Specialist 1 1 1 0
Senior Records Specialist 7 7 7 0
Supervising Crime and Intelligence Analyst 1 1 1 0
Traffic Control Officer (includes four limited
term positions for the duration of the Metro
project)
42 42 42 0
Total 249 258 264 6
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
POLICE DEPARTMENT 110
Department Budget
Revenue by Category
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
Percent
Change
Intergovernmental Revenue [A] 902,819 230,000 934,099 306.1% Licenses and Permits [B] 887,590 778,500 613,500 -21.2% Fines and Penalties [C] 6,410,878 6,095,000 5,150,000 -15.5% Use of Money and Property [D] 19,633 10,000 5,500 -45.0% Service Fees and Charges [E] 1,142,909 738,700 814,450 10.3% Internal Service Fund Receipts [F] 784,935 747,858 696,207 -6.9% Miscellaneous Revenue [G] 183,236 16,550 126,000 661.3% Total Revenue 10,332,000 $ 8,616,608 $ 8,339,756 $ -3.2% Expenditures by Category
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
Percent
Change
Salaries and Benefits [H] 69,143,681 69,526,707 74,026,489 6.5% Materials and Supplies [I] 576,125 559,345 604,345 8.0% Contractual Services 11,671,996 12,309,420 12,168,626 -1.1% Capital Outlay [J] 263,032 787,677 604,003 -23.3%
Internal Service Fund Charges 31,137,169 30,467,188 29,122,608 -4.4% Other Charges [K] 398,873 403,130 449,473 11.5%
Total Expenditures 113,190,876 $ 114,053,467 $ 116,975,544 $ 2.6% [A] Increase due to grant funding for the Organized Retail Theft (ORT) Prevention program. [B] Decrease due to lower projection of resident and overnight parking permit revenue. [C] Decrease due to lower projection of parking ordinance violations. [D] Decrease due to lower projection of jail advertising revenue. [E] Increase due to higher projection of special event revenue and vehicle release fees. [F] Decrease in scheduled funding needed for future equipment replacement. [G] Increase due to projected opioid settlement funding. [H] Increase due to projected MOU contract increases and budget enhancement requests. [I] Increase due to budget enhancement requests.
[J] Decrease based on scheduled replacement of equipment. [K] Increase due to higher projected utility costs, partially offset by the final payoff of outstanding bonds which funded the City’s alternative retiree medical program (ARMP).

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
FIRE DEPARTMENT 111
Fire Department
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
FIRE DEPARTMENT 112
Department Organizational Chart
Fire Department
Operations
B-Shift
C-Shift
A-Shift
Safety/Training
Fire
Administration
Communications and
Technology
Emergency
Management
Community
Risk Reduction/
Community
Programs
Human Services Emergency
Medical Services
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
FIRE DEPARTMENT 113
Department Mission
The mission of the Beverly Hills Fire Department is to provide world-class fire and emergency medical services for the preservation of life, property, and the environment.

The Fire Department strives to provide the highest quality, all-risk emergency response to the Beverly Hills community and its visitors at all times. From state-of-the-art pre-hospital emergency medical services, to cutting-edge fire suppression and community risk reduction, to disaster response, whether man-made or environmental, the Beverly Hills Fire Department is staffed, trained, and equipped to mitigate all emergencies. Through proactive inspections and comprehensive public educational services, the Department aims to make the community safe and avoid preventable loss.

Work Plans
Vision Statement #3: Beverly Hills is known throughout the region, state, and nation as a leading edge, innovative community in its government, business, and technology programs.  Collaborate with the Police and Information Technology Departments on the City’s Records Management System research and implementation.
 Continue with the establishment of the Paramedic Subscription pilot program.  Promote diversity and merit-based hiring, and attract, develop, and retain a workforce that can ensure world-class services are provided to our community.  Explore innovative concepts to expand the Department's community outreach and strengthen the bond between the Department and the community it serves.

Vision Statement #4: Beverly Hills is committed to being the safest city in America.  Complete the recruitment process for eight new entry-level Firefighters, along with coordinating background investigations, medical, and behavioral screening.  Train and complete probationary period for eight Firefighters.  Complete re-accreditation process through the Center for Public Safety and Excellence.  Complete Strategic Plans for JUST IN CASE BH (JICBH) and Community Emergency Response Team (CERT).
 Enhance the Department's current public education programs to reduce community risk and to ensure it is exceeding the needs of the community.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
FIRE DEPARTMENT 114
Department Personnel
FY 2023-24
Adopted
FY 2024-25
Adopted
FY 2025-26
Proposed
Variance
from PY
Total Full-Time Positions* 96 99 101 2
Total Part-Time (FTE)* 2.34 3.22 3.42 0.20
*The net increase of two full-time positions and 0.20 part-time FTEs is attributable to the transfer of the Emergency Management Division from the Policy and Management Department to the Fire Department in FY 2024-25, adding the Emergency Management Manager, a Management Assistant, and a part-time intern to the Fire Department. As part of a cost-neutral reorganization, a Firefighter 80 was converted to a Firefighter 112. In July 2024, City Council approved the reclassification of the EMS Administrator to the EMS Division Chief.

Full-Time Positions FY 2023-24
Adopted
FY 2024-25
Adopted
FY 2025-26
Proposed
Variance
from PY
Administrative Assistant Safety Support 2 2 2 0
Assistant Fire Chief 0 2 2 0
Deputy Fire Chief 1 1 1 0
Deputy Fire Marshal 1 1 1 0
Emergency Management Manager 0 0 1 1
EMS Administrator 1 1 0 (1)
EMS Division Chief 0 0 1 1
Executive Assistant 1 1 1 0
Fire Administrator 1 1 1 0
Fire Battalion Chief 112 3 3 3 0
Fire Battalion Chief 80 2 0 0 0
Fire Captain 112 15 15 15 0
Fire Captain 80 1 0 0 0
Fire Chief 1 1 1 0
Fire Engineer 112 18 18 18 0
Fire Inspector 2 3 3 0
Firefighter 112 44 44 45 1
Firefighter 80 2 2 1 (1)
Human Services Administrator 0 1 1 0
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
FIRE DEPARTMENT 115
Full-Time Positions (Continued) FY 2023-24
Adopted
FY 2024-25
Adopted
FY 2025-26
Proposed
Variance
from PY
Human Services Outreach Manager 0 1 1 0
Human Services Specialist 0 1 1 0
Management Assistant 0 0 1 1
Plan Check Inspector 1 1 1 0
Total 96 99 101 2
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
FIRE DEPARTMENT 116
Department Budget
Revenue by Category
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
Percent
Change
Intergovernmental Revenue 430,951 100,000 100,000 0.0%
Service Fees and Charges 4,442,041 4,317,000 4,364,000 1.1% Internal Service Fund Receipts [A] 727,428 634,415 1,950,746 207.5% Miscellaneous Revenue 416,116 1,000 1,000 0.0%
Total Revenue 6,016,536 $ 5,052,415 $ 6,415,746 $ 27.0% Expenditures by Category
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
Percent
Change
Salaries and Benefits [B] 37,590,826 39,177,764 42,048,106 7.3% Materials and Supplies 586,796 482,680 482,680 0.0%
Contractual Services 1,633,956 5,858,281 5,590,388 -4.6% Capital Outlay [C] 289,017 359,015 579,584 61.4%
Internal Service Fund Charges 11,889,981 15,194,040 15,038,438 -1.0% Other Charges [D] 202,729 267,457 217,413 -18.7%
Total Expenditures 52,193,305 $ 61,339,237 $ 63,956,609 $ 4.3% [A] Increase due to the transfer of the Emergency Management Division from the Policy and Management Department to the Fire Department.
[B] Increase due to projected MOU contract increases and the transfer of the Emergency Management Division to the Fire Department.
[C] Increase based on scheduled replacement of equipment. [D] Decrease due to the elimination of Ground Emergency Medical Transport (GEMT) program costs and the final payoff of outstanding bonds which funded the City’s alternative retiree medical program (ARMP), partially offset by higher projected utility costs.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
COMMUNITY DEVELOPMENT 117
Community Development
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
COMMUNITY DEVELOPMENT 118
Department Organizational Chart
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
COMMUNITY DEVELOPMENT 119
Department Mission
The Community Development Department guides the planning, development, and preservation of the community.

Work Plans
Vision Statement #1: Beverly Hills offers the highest quality of life achievable and maintains a unique and friendly character for residents, visitors, and neighbors.  Housing Element. Continue implementation work on the goals, policies, programs, and quantitative objectives included in the City’s 2021-2029 Housing Element. Specific implementation actions and programs projected to be undertaken in the 2025-2026 fiscal year include:
o Mixed Use Overlay Zone Study. Review whether additional regulatory changes can be made to increase housing production in the overlay zone to meet Housing Element housing production targets.
o Objective Design Standards (ODS). Develop ODS based on objective measurable criteria for the architectural review of multi-family and mixed-use housing projects. o Affordable Housing. Consider implementation of a home improvement grant program or suitable alternative for low-income households.
 Permanent Open Air Dining Program. Complete transition to the City’s permanent Open Air Dining program, including finalizing the placement of parklet installations consistent with the City’s design guidelines.
 Major Projects. Perform plan check, permit issuance, and ongoing building inspection on multiple phases of the One Beverly Hills (OneBH) project. Complete entitlement review of the 9600 Wilshire Specific Plan mixed use project and a new LVMH anchor flagship retail location on Rodeo Drive.  Current Planning. Review an increasing number of housing project applications with an affordable housing component for compliance with state and local regulations.

Vision Statement #3: Beverly Hills is known throughout the region, state, and nation as a leading edge, innovative community in its government, business, and technology programs.  Multi-Family Proactive Inspection. Bring forward a proactive inspection program for rent stabilization units for City Council consideration.
 Means-tested Rent Subsidy Program. Bring forward for City Council consideration a subsidy program for tenants in rent stabilized units.
 Filming and Photography Ordinance. Bring forward for City Council consideration the Filming and Photography Ordinance to update current filming standards, social media, new technology, systems of notification policy, and to set parameters in residential areas of the City.  Enhance Development Review and Permitting Process. Begin implementation of Tyler Enterprise Permitting and Licensing software to improve customer service and streamline processes including but not limited to processing applications, plan review, permitting, inspections, code enforcement, special events, and planning through implementation of a comprehensive permit and project management system. This will include integration with the City’s Tyler Munis financial system to further increase efficiencies related to financial transactions of permit issuance.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
COMMUNITY DEVELOPMENT 120
Vision Statement #4: Beverly Hills is committed to being the safest city in America.  Triennial Building and Fire Code Updates. Implement the triennial adoption of the complete Title 24 of the California Code of Regulations with local amendments.

Department Personnel

FY 2023-24
Adopted
FY 2024-25
Adopted
FY 2025-26
Proposed
Variance
from PY
Total Full-Time Positions* 73 72 72 0
Total Part-Time (FTE)* 0.76 0.76 0.46 (0.30)
*As part of cost-neutral reorganizations, part-time FTEs were decreased by 0.30 and several full-time positions were either added or eliminated, as follows: (1) Added - one Assistant Planner, three Building Inspector IIs, a Community Development Manager, one Project Manager, one Senior Plan Review Engineer, and one Senior Planner; (2) Eliminated - two Associate Planners, the Civil Engineer, one Principal Planner, two Senior Building Inspectors, one Senior Management Analyst, and the Urban Designer. Additionally, in April 2025, City Council approved the reclassification of the Supervising Plan Review Engineer to the Principal Plan Review Engineer.

Full-Time Positions FY 2023-24
Adopted
FY 2024-25
Adopted
FY 2025-26
Proposed
Variance
from PY
Administrative Assistant 1 1 1 0
Assistant Director of Community
Development/Building Official 1 1 1 0
Assistant Director of Community
Development/City Planner 0 1 1 0
Assistant Planner 1 1 2 1
Associate Planner 8 8 6 (2)
Associate Project Manager 1 1 1 0
Building Inspection Manager 1 1 1 0
Building Inspector II 4 4 7 3
City Planner 1 0 0 0
Civil Engineer 1 1 0 (1)
Code Enforcement Manager 1 1 1 0
Code Enforcement Officer 6 5 5 0
Community Development Commission
Specialist 1 1 1 0
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
COMMUNITY DEVELOPMENT 121
Full-Time Positions (Continued) FY 2023-24
Adopted
FY 2024-25
Adopted
FY 2025-26
Proposed
Variance
from PY
Community Development Manager 0 0 1 1
Customer Service Representative 6 8 8 0
Deputy Building Official 1 1 1 0
Deputy Director of Rent Stabilization 1 1 1 0
Development Services Technician II 4 1 1 0
Director of Community Development 1 1 1 0
Executive Assistant 1 1 1 0
Management Analyst 4 4 4 0
Management Assistant 1 1 1 0
Permit Center Supervisor 1 1 1 0
Principal Plan Review Engineer 0 0 1 1
Principal Planner 3 3 2 (1)
Project Manager 1 1 2 1
Project Staff Assistant 2 2 2 0
Senior Building Inspector 6 6 4 (2)
Senior Code Enforcement Officer 1 2 2 0
Senior Management Analyst 2 2 1 (1)
Senior Plan Review Engineer 4 4 5 1
Senior Planner 4 4 5 1
Special Events and Filming Coordinator 1 1 1 0
Supervising Plan Review Engineer 1 1 0 (1)
Urban Designer 1 1 0 (1)
Total 73 72 72 0
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
COMMUNITY DEVELOPMENT 122
Department Budget
Revenue by Category
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
Percent
Change
Intergovernmental Revenue 57,968 - - 0.0%
Licenses and Permits 21,336,356 28,709,000 28,467,000 -0.8% Fines and Penalties 3,600 9,500 10,000 5.3%
Use of Money and Property [A] 21,343 190,000 200,500 5.5% Service Fees and Charges 4,458,498 2,272,000 2,374,000 4.5% Internal Service Fund Receipts [B] 109,570 109,167 123,626 13.2% Miscellaneous Revenue 390,736 255,000 257,000 0.8%
Total Revenue 26,378,071 $ 31,544,667 $ 31,432,126 $ -0.4% Expenditures by Category
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
Percent
Change
Salaries and Benefits 11,628,343 14,439,412 14,670,535 1.6% Materials and Supplies [C] 50,837 81,110 86,525 6.7%
Contractual Services [D] 2,028,801 3,014,235 5,563,792 84.6% Capital Outlay [E] 115,815 1,154 54 -95.3%
Internal Service Fund Charges [F] 7,548,155 8,571,745 7,839,281 -8.5% Other Charges [G] 794,239 731,828 786,735 7.5%
Total Expenditures 22,166,190 $ 26,839,484 $ 28,946,922 $ 7.9% [A] Increase due to higher projection of open air dining program revenue. [B] Increase in scheduled funding needed for future equipment replacement due to the acquisition of new equipment. [C] Increase due to reallocation from Contractual Services budget. [D] Increase due to budget enhancement requests, partially offset by the elimination of a prior year one-time budget enhancement.
[E] Decrease based on scheduled replacement of equipment. [F] Decrease primarily due to decreased capital funding needs. [G] Increase due to higher estimate of credit card fees for revenue collection and higher projected utility costs, partially offset by the final payoff of outstanding bonds which funded the City’s alternative retiree medical program (ARMP).

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
INFORMATION TECHNOLOGY 123
Information Technology
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
INFORMATION TECHNOLOGY 124
Department Organizational Chart
Graphics /
Reprographics
Information
Technology
Department
Video Services
Administration
Video Services
Production
Document and
Graphic Arts
Administration
Graphic Arts
Production
Document
Production
Information
Technology (IT)
Network and
Communications
Client Support
Software Solutions
Data Center
IT Administration
Video Services
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
INFORMATION TECHNOLOGY 125
Department Mission
The Information Technology Department will be recognized among municipalities as a premier provider of technology infrastructure and services. Our mission is to make information available anytime and anywhere.

The Department will be a leader among municipal information technology service providers. In partnership with City departments, the Information Technology Department will provide strategic vision for effective information systems. Accomplishment of this mission will facilitate knowledge sharing and will result in satisfied customers.

Work Plans
Vision Statement #3: Beverly Hills is known throughout the region, state, and nation as a leading edge, innovative community in its government, business, and technology programs.  Continue to support public safety through expanded CCTV deployment in conjunction with Public Works, as directed by the City Council.
 Implement new technologies for client departments.
 Continue implementation of eGov initiatives to include expanded online services.  Upgrade public safety infrastructure including the Real Time Watch Center, Computer Aided Dispatch (CAD) systems, and other public safety systems.  Extend the City’s network reach to include new Wi-Fi locations, expanded and enhanced Municipal Area Network (MAN) infrastructure, and enhanced network security infrastructure.  Implement City branding for communications and signage collateral, focusing on major Citywide initiatives including public safety, Mayoral initiatives, etc.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
INFORMATION TECHNOLOGY 126
Department Personnel

FY 2023-24
Adopted
FY 2024-25
Adopted
FY 2025-26
Proposed
Variance
from PY
Total Full-Time Positions* 34 34 34 0
Total Part-Time (FTE) 7.58 7.58 7.58 0.00
*In April 2025, City Council approved the reclassification of the Geographic Information Systems (GIS) Coordinator to the Geographic Information Systems (GIS) Program Manager, the reclassification of the Network Integrator to the Senior Network Integrator, and the conversion of a Senior Graphic Designer to a Supervising Graphic Designer.

Full-Time Positions FY 2023-24
Adopted
FY 2024-25
Adopted
FY 2025-26
Proposed
Variance
from PY
Assistant Chief Information Officer 1 1 1 0
Chief Information Officer 1 1 1 0
Communications Specialist 2 2 2 0
Data Center Manager 1 1 1 0
Executive Assistant 1 1 1 0
Geographic Information Systems (GIS)
Coordinator 1 1 0 (1)
Geographic Information Systems (GIS)
Integrator
1 1 1 0
Geographic Information Systems (GIS)
Program Manager
0 0 1 1
Graphic Artist 1 0 0 0
Graphic Designer 0 1 1 0
Information Security Analyst 1 1 1 0
Management Analyst 1 1 1 0
Multimedia Services Manager 1 1 1 0
Network Integrator 1 1 0 (1)
Network Manager 1 1 1 0
Reprographics Assistant 2 2 2 0
Reprographics Supervisor 1 1 1 0
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
INFORMATION TECHNOLOGY 127
Full-Time Positions (Continued) FY 2023-24
Adopted
FY 2024-25
Adopted
FY 2025-26
Proposed
Variance
from PY
Senior Graphic Artist 2 0 0 0
Senior Graphic Designer 0 2 1 (1)
Senior Management Analyst 1 1 1 0
Senior Network Integrator 0 0 1 1
Senior Support Specialist 2 2 2 0
Software Manager 1 1 1 0
Supervising Graphic Designer 0 0 1 1
Systems Integrator 6 6 6 0
Video Operations Specialist 1 1 1 0
Video Producer/Editor 1 1 1 0
Video Production Supervisor 1 1 1 0
Web Coordinator 1 1 1 0
Web Developer 1 1 1 0
Total 34 34 34 0
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
INFORMATION TECHNOLOGY 128
Department Budget
Revenue by Category
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
Percent
Change
Licenses and Permits [A] 13,483 - 15,000 0.0%
Use of Money and Property 793,999 626,617 631,988 0.9%
Service Fees and Charges 134,925 100,000 100,000 0.0%
Internal Service Fund Receipts [B] 24,648,351 27,018,076 24,395,732 -9.7% Total Revenue 25,590,758 $ 27,744,693 $ 25,142,720 $ -9.4% Expenditures by Category
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
Percent
Change
Salaries and Benefits 6,744,858 7,636,862 7,975,901 4.4% Materials and Supplies [C] 80,628 23,450 82,950 253.7%
Contractual Services [D] 4,806,421 5,223,711 5,988,684 14.6% Capital Outlay [E] - 2,371 130,292 5395.2%
Internal Service Fund Charges [F] 2,808,410 3,223,594 3,038,826 -5.7% Other Charges [G] 380,871 391,322 349,269 -10.7%
Total Expenditures 14,821,188 $ 16,501,310 $ 17,565,922 $ 6.5% [A] Increase due to inclusion of projected special event revenue to align with historical trend. [B] Decrease to align with funding needs, driven by a decrease in capital funding needs. [C] Increase due to reallocation from Contractual Services budget. [D] Increase due to budget enhancement requests.
[E] Increase based on scheduled replacement of equipment. [F] Decrease primarily due to decreased capital funding needs. [G] Decrease due to the final payoff of outstanding bonds which funded the City’s alternative retiree medical program (ARMP), partially offset by higher projected utility costs.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
PUBLIC WORKS 129
Public Works
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
PUBLIC WORKS 130
Department Organizational Chart
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
PUBLIC WORKS 131
Department Mission
To deliver world-class services and infrastructure that enhance the character and quality of life in Beverly Hills.

Work Plans
Vision Statement #1: Beverly Hills offers the highest quality of life achievable and maintains a unique and friendly character for residents, visitors, and neighbors.  Continue to mitigate issues related to the Metro Purple Line Extension project.  Continue to implement projects identified in the Integrated Water Resources Master Plan (IWRMP) and Water Enterprise Plan (WEP): complete the La Brea Subarea Wells at Le Doux Road and Gregory Way; acquire and/or develop additional water properties; and expand the City's water portfolio by utilizing greywater, shallow groundwater, and stormwater resources.

Continue to expand the City’s public facing EV charging stations.  Continue the alley maintenance program to enhance the safety and appearance of City alleyways.  Continue to enhance the City's askBH Customer Relations program by assisting the Information Technology Department with upgrading the City’s call-center and Customer Relationship Management (CRM) software application.
 Evaluate implementation of streetscape enhancements, including new or enhanced crosswalks.

Vision Statement #2: Beverly Hills is a world-class community, offering an extraordinary environment, activities, and events.

Adopt and implement a Climate Action and Adaptation Plan (CAAP).

Implement the projects listed in the Stormwater Compliance Master Plan and new MS4 Permit.

Continue to implement the Urban Forest Management Plan (UFMP).

Expand the organic waste recycling and edible food recovery program.

Operate the Burton Way Green Streets and Water Efficient Landscape.

Implement and expand the water conservation program and initiatives.

Implement the energy resiliency and efficiency pilot program to residents and businesses.

Implement utility energy efficiency incentives and programs.

Implement a carbon-free energy powered building reach code.

Implement the Miyawaki Tiny Forest Pilot Project.**
Vision Statement #3: Beverly Hills is known throughout the region, state, and nation as a leading edge, innovative community in its government, business, and technology programs.  Continue parking structure rehabilitation work to ensure a safe and clean parking experience for residents, visitors, and businesses.
 Continue the modernization of ADA lifts at the Santa Monica five (5) parking structures. symbol indicates a work plan that supports the City’s sustainability initiatives.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
PUBLIC WORKS 132
 Continue to optimize and evolve the asset management system in support of Central Stores Inventory, Water Supply and Distribution, Water Treatment, Street Lights and Traffic Signals, Parking Services programs, Street Maintenance, Solid Waste, Environmental Maintenance, Facilities Services, askBH Customer Relations, Park Operations, and Urban Forestry. Implement the remainder of Public Works.
 Continue supporting the Real Time Watch Center with design modifications to improve functionality of the space.
 Continue the Advanced Metering Infrastructure (AMI) replacement project for the City.

Continue to decarbonize City facilities by improving energy efficiency – supplemented by clean backup energy.
 Continue with capital improvement projects related to City facilities, parks, and tenant buildings.

Install direct current fast chargers for City fleet electric vehicle (EV) charging needs and procure full EV-fleet vehicle replacements to meet the requirements of the State-mandated Advanced Clean Fleets Rule.

Vision Statement #4: Beverly Hills is committed to being the safest city in America.

Enhance the City’s emergency water supply capacity and continue implementing the City’s IWRMP.
 Continue comprehensive ongoing maintenance programs to repair street and sidewalk defects, streetlights, signs, and curb painting on a street-by-street approach.  Continue to procure and maintain vehicles and equipment that support public safety efforts across the City.
 Continue to implement mobility enhancements that provide safe and accessible transportation facilities for all road users.
 Expand local transit alternatives to connect transit hubs with commercial corridors.  Investigate additional safety measures on certain streets to protect pedestrians.  Implement Cabrillo pump station and forebay project to enhance and increase emergency pumping capacity and redundancy.
 Continue seismic analysis of City-owned non-ductile concrete structures; design and implement as-needed seismic upgrades.
 Complete design and construction of Beverly Hills Police Department Public Safety Center at the La Cienega Metro Station.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
PUBLIC WORKS 133
Vision Statement #5: Beverly Hills is known internationally for its alluring and distinctive hotels, retail stores, restaurants, and entertainment and headquarter businesses.  Continue implementing the “Details Matter” initiative throughout the City.  Continue to improve maintenance efforts for the public right-of-way in the business district.  Coordinate internally and with other City departments to further beautification efforts in the business district.
 Continue implementation of the comprehensive sidewalk maintenance program.  Continue implementation of the parking facilities maintenance program.  Support applicants of the Outdoor Dining Parklet Program utilizing the design and maintenance standards per the guidelines adopted by City Council as of December 2023.  Continue design studies of municipal parking structures facades for possible improvements.

Department Personnel

FY 2023-24
Adopted
FY 2024-25
Adopted
FY 2025-26
Proposed
Variance
from PY
Total Full-Time Positions* 220 222 223 1
Total Part-Time (FTE)* 57.75 57.75 57.88 0.13
*The net increase of one full-time position is attributable to various enhancement requests for the addition of seven full-time positions (one Environmental Maintenance Worker, three Project Managers, one Senior Project Manager for a two-year limited term, one Transportation Manager, and one Water Quality Technician) and the elimination of six other full-time positions (three Associate Project Managers, one Senior Transportation Engineer, one Supervising Public Works Inspector, and one 100% Metro funded Transportation Planner). As part of the reorganization of the Civil Engineering Inspection group, one Water System Inspector was converted to a Public Works Inspector II, and one Public Works Inspector II was converted to a Senior Public Works Inspector. Additionally, in July 2024, City Council approved the reclassification of 15 Solid Waste Equipment Operators to Solid Waste Equipment Operator IIs.

The net increase of 0.13 part-time FTEs is attributable to enhancement requests for the addition of 0.88 FTEs for a Customer Service Representative and the elimination of 0.75 FTEs for a Water Quality Technician.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
PUBLIC WORKS 134
Full-Time Positions FY 2023-24
Adopted
FY 2024-25
Adopted
FY 2025-26
Proposed
Variance
from PY
Accounting Technician 1 1 1 0
Assistant Director of Public Works/City
Engineer
1 1 1 0
Associate Project Manager 2 3 0 (3)
Building Maintenance Attendant 2 2 2 0
Central Storeroom Supervisor 1 1 1 0
Central Stores Clerk 1 1 1 0
Central Stores Specialist 1 1 1 0
City Arborist 1 1 1 0
City Architect 1 1 1 0
Civil Engineer GIS Specialist 1 1 1 0
Contract Support Specialist 2 2 2 0
Customer Relations Coordinator 2 2 2 0
Customer Relations Manager 1 1 1 0
Customer Service and Solid Waste Specialist 1 1 1 0
Customer Service Representative 8 8 8 0
Deputy Director of Public Works Operations 1 1 1 0
Director of Public Works 1 1 1 0
Drainage Maintenance Worker II 6 6 6 0
Drainage System Supervisor 1 1 1 0
Electrician 3 3 3 0
Engineering Services Manager 1 1 1 0
Environmental Compliance and
Sustainability Programs Manager 1 1 1 0
Environmental Compliance Inspector 2 2 2 0
Environmental Maintenance Worker 5 5 6 1
Equipment Mechanic II 7 7 7 0
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
PUBLIC WORKS 135
Full-Time Positions (Continued) FY 2023-24
Adopted
FY 2024-25
Adopted
FY 2025-26
Proposed
Variance
from PY
Executive Assistant 2 2 2 0
Facilities Maintenance Mechanic 8 8 8 0
Facilities Maintenance Supervisor 2 2 2 0
Facilities Superintendent 1 1 1 0
Field Service Representative 1 1 1 0
Fleet and Facilities Manager 1 1 1 0
Fleet Supervisor 1 1 1 0
Irrigation Specialist 1 1 1 0
Lead Equipment Mechanic 2 2 2 0
Lead Facilities Maintenance Mechanic 1 1 1 0
Lead Street Maintenance Technician 1 1 1 0
Office Assistant 2 2 2 0
Park Services Supervisor 2 2 2 0
Park Services Worker 15 15 15 0
Parking Services Manager 1 1 1 0
Parking Services Technician 4 4 4 0
Parking Supervisor 2 2 2 0
Parking Technician Supervisor 1 1 1 0
Parks Superintendent 1 1 1 0
Project Manager 8 8 11 3
Public Works Inspector I 1 1 1 0
Public Works Inspector II 6 6 6 0
Public Works Manager 1 1 1 0
Purchasing Specialist 1 1 1 0
Recycling Specialist 1 0 0 0
Senior Customer Service Representative 1 1 1 0
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
PUBLIC WORKS 136
Full-Time Positions (Continued) FY 2023-24
Adopted
FY 2024-25
Adopted
FY 2025-26
Proposed
Variance
from PY
Senior Drainage System Worker 3 3 3 0
Senior Management Analyst 6 6 6 0
Senior Parking Services Technician 1 1 1 0
Senior Project Manager (two-year limited
term) 0 0 1 1
Senior Public Works Inspector 0 0 1 1
Senior Solid Waste Equipment Operator 1 1 1 0
Senior Street Sweeper Operator 1 1 1 0
Senior Traffic Signal and Street Lighting
Technician 1 1 1 0
Senior Transportation Engineer 1 1 0 (1)
Senior Water System Technician 1 1 1 0
Senior Water System Worker 3 3 3 0
Solid Waste and Stormwater Operations
Supervisor
2 2 2 0
Solid Waste Equipment Operator 15 15 0 (15)
Solid Waste Equipment Operator II 0 0 15 15
Solid Waste Inspector 2 2 2 0
Solid Waste Manager 1 1 1 0
Street Maintenance Supervisor 1 1 1 0
Street Maintenance Technician 9 9 9 0
Street Services Manager 1 1 1 0
Street Sweeper Operator 4 4 4 0
Supervising Public Works Inspector 1 1 0 (1)
Sustainability Program Administrator 1 1 1 0
Sustainability Program Analyst 0 1 1 0
Tenant Relations Coordinator 1 1 1 0
Traffic Engineer Technician 1 1 1 0
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
PUBLIC WORKS 137
Full-Time Positions (Continued) FY 2023-24
Adopted
FY 2024-25
Adopted
FY 2025-26
Proposed
Variance
from PY
Traffic Signal and Street Lighting Supervisor 1 1 1 0
Traffic Signal and Street Lighting Technician 5 5 5 0
Transportation Manager 0 0 1 1
Transportation Planner 2 2 1 (1)
Transportation Planning Analyst 1 1 1 0
Urban Forest Inspector 2 2 2 0
Utilities General Manager 1 1 1 0
Utility Service Locater Technician 1 1 1 0
Water Conservation Administrator 1 1 1 0
Water Quality Specialist 1 1 1 0
Water Quality Technician 0 0 1 1
Water Resources and Operations Manager 1 1 1 0
Water Resources Engineer 1 1 1 0
Water System Inspector 1 1 0 (1)
Water System Supervisor 2 2 2 0
Water System Technician (includes one twoyear limited term position) 1 2 2 0 Water System Worker II 12 12 12 0
Water Treatment Plant Operator 8 8 8 0
Total 220 222 223 1
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
PUBLIC WORKS 138
Department Budget
Revenue by Category
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
Percent
Change
Operating Revenue [A] 73,177,654 79,933,641 84,882,651 6.2% Intergovernmental Revenue 7,121,132 5,301,515 5,127,473 -3.3% Licenses and Permits [B] 578,207 769,000 481,000 -37.5% Fines and Penalties 273,763 251,000 252,000 0.4%
Use of Money and Property [C] 5,498,854 4,843,731 5,203,970 7.4% Service Fees and Charges 22,989,381 23,011,700 22,685,600 -1.4% Internal Service Fund Receipts 36,179,085 45,025,934 44,558,736 -1.0% Miscellaneous Revenue [D] 9,719,057 8,311,965 4,594,500 -44.7% Total Revenue 155,537,133 $ 167,448,486 $ 167,785,930 $ 0.2% Expenditures by Category
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
Percent
Change
Salaries and Benefits 37,020,565 42,446,287 44,040,969 3.8% Materials and Supplies [E] 15,071,053 17,060,329 18,570,042 8.8% Contractual Services 38,286,749 46,128,282 44,022,271 -4.6% Capital Outlay [F] 935,424 234,960 840,219 257.6%
Internal Service Fund Charges 36,352,440 45,429,815 45,122,007 -0.7% Other Charges [G] 7,071,958 6,893,636 7,406,867 7.4%
Total Expenditures 134,738,189 $ 158,193,309 $ 160,002,375 $ 1.1% [A] Increase due to higher projected utility revenue from approved rate increases for the Solid Waste Enterprise and the Water Enterprise, as well as projected increases in parking revenue. [B] Decrease due to partial interdepartmental transfer of projected inspection revenue. [C] Increase due to higher projection of lease revenue and antenna encroachment fees. [D] Decrease in projection of reimbursements from Metro based on current project status. [E] Increase due to budget enhancement requests.
[F] Increase based on scheduled replacement of equipment and budget enhancement requests. [G] Increase due to higher projected utility costs and insurance premiums, partially offset by the final payoff of outstanding bonds which funded the City’s alternative retiree medical program (ARMP).

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
COMMUNITY SERVICES 139
Community Services
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
COMMUNITY SERVICES 140
Department Organizational Chart
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
COMMUNITY SERVICES 141
Department Mission
To enrich life by providing exceptional community experiences.

Work Plans
Vision Statement #1: Beverly Hills offers the highest quality of life achievable and maintains a unique and friendly character for residents, visitors, and neighbors.

Explore options to increase and enhance the City’s green space and public facilities, including pocket parks, for recreational use and other opportunities.

Vision Statement #2: Beverly Hills is a world-class community, offering an extraordinary environment, activities, and events.
 Continue rehabilitation efforts for Greystone Mansion and Gardens based on Council direction and development of a comprehensive Master Use Plan for Greystone Estate (including Lower Greystone) that includes a maintenance and preservation component in addition to programming recommendations.
 Provide Citywide arts and culture programs, events, and services.  Based on Council priorities, continue upgrades to parks including the replacement of La Cienega Park playground.
 Standardize and update park rules and signage throughout City parks.  Implement pickleball programs as a permanent ongoing Community Services Department program.
 Implement the action plan for the local history collection at the Library based on recommendations from the evaluation of the collection.

Vision Statement #3: Beverly Hills is known throughout the region, state, and nation as a leading edge, innovative community in its government, business, and technology programs.  Implement an upgraded online library catalog, with mobile app options through Bibliocommons to best service customers and track inventory. 6F
††
symbol indicates a work plan that supports the City’s sustainability initiatives.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
COMMUNITY SERVICES 142
Department Personnel
FY 2023-24
Adopted
FY 2024-25
Adopted
FY 2025-26
Proposed
Variance
from PY
Total Full-Time Positions 68 67 67 0
Total Part-Time (FTE)* 98.95 103.88 104.76 0.88
*The net increase of 0.88 part-time FTEs is attributable to an enhancement request for a Community Services Assistant.

Full-Time Positions FY 2023-24
Adopted
FY 2024-25
Adopted
FY 2025-26
Proposed
Variance
from PY
Arts and Culture Program Associate 1 1 1 0
Assistant Director of Community Services 1 1 1 0
Communications and Marketing
Coordinator 1 1 1 0
Community Services Manager 1 1 1 0
Customer Service Supervisor 1 1 1 0
Deputy Director of Community Services 0 1 1 0
Director of Community Services 1 1 1 0
Executive Assistant 1 1 1 0
Graphic Artist 1 0 0 0
Graphic Designer 0 1 1 0
Human Services Administrator 1 0 0 0
Human Services Outreach Manager 1 0 0 0
Human Services Specialist 1 0 0 0
Lead Park Ranger 5 5 5 0
Librarian II 8 8 8 0
Librarian III 2 2 2 0
Library Administrator 1 1 1 0
Library Circulation Supervisor 1 1 1 0
Library Clerk II 5 5 5 0
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
COMMUNITY SERVICES 143
Full-Time Positions (Continued) FY 2023-24
Adopted
FY 2024-25
Adopted
FY 2025-26
Proposed
Variance
from PY
Library Services Manager 2 2 2 0
Library Technician 3 3 3 0
Management Analyst 2 2 2 0
Management Assistant 1 1 1 0
Market Manager 1 0 0 0
Office Assistant 5 4 4 0
Park Ranger Supervisor 2 2 2 0
Project Staff Assistant 0 1 1 0
Recreation Coordinator 1 2 2 0
Recreation Services Manager 2 2 2 0
Recreation Supervisor 5 6 6 0
Senior Library Clerk 3 3 3 0
Senior Library Page 2 2 2 0
Senior Library Technician 1 1 1 0
Senior Recreation Supervisor 4 4 4 0
Venue Coordinator 1 0 0 0
Venue Supervisor – Historic Site 0 1 1 0
Total 68 67 67 0
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
COMMUNITY SERVICES 144
Department Budget
Revenue by Category
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
Percent
Change
Other Taxes 2,082,025 2,470,000 2,400,000 -2.8%
Intergovernmental Revenue [A] 153,927 157,500 7,500 -95.2% Licenses and Permits [B] 946,236 760,000 815,000 7.2%
Use of Money and Property [C] 714,808 686,775 728,788 6.1% Service Fees and Charges 5,880,174 4,540,605 4,718,300 3.9% Internal Service Fund Receipts 248,364 294,024 284,405 -3.3% Miscellaneous Revenue 3,769 1,000 500 -50.0%
Total Revenue 10,029,303 $ 8,909,904 $ 8,954,493 $ 0.5% Expenditures by Category
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
Percent
Change
Salaries and Benefits [D] 16,515,646 19,549,023 20,637,657 5.6% Materials and Supplies [E] 817,105 874,785 918,435 5.0% Contractual Services [F] 22,621,349 17,892,667 19,092,468 6.7% Capital Outlay [G] 19,151 10,580 266,209 2416.2%
Internal Service Fund Charges 15,264,060 16,930,814 16,190,065 -4.4% Other Charges [H] 928,888 838,280 1,004,953 19.9%
Total Expenditures 56,166,199 $ 56,096,149 $ 58,109,787 $ 3.6% [A] Decrease due to lower estimates for Community Development Block Grant (CDBG) and Library Literacy Grant funding.
[B] Increase due to higher projection of Fine Art In-Lieu fee based on historical trends. [C] Increase due to higher projection of farmers’ market concessions and Roxbury Community Center rentals. [D] Increase due to MOU contract increases and Council-approved compensation changes. [E] Increase due to reallocation from Contractual Services budget and budget enhancement requests. [F] Increase primarily due to budget enhancement requests. [G] Increase based on scheduled replacement of equipment. [H] Increase due to higher projected utility costs, partially offset by the final payoff of outstanding bonds which funded the City’s alternative retiree medical program (ARMP).

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
NON-DEPARTMENTAL 145
Non-Departmental
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
NON-DEPARTMENTAL 146
The Non-Departmental budget exists to capture budgeted revenue and expenditures which do not belong to any one department. This unit is used to provide for revenue such as tax revenue, investment portfolio earnings, public benefit contributions, and municipal surcharge revenue, and such expenditures as debt service, accelerated pay down of the City’s CalPERS unfunded pension liability, compensated absences, and City-provided utilities. Salary provision is used in this budget unit to provide funding for expected expense under the City’s various labor agreements but for which the specific department is unknown at the time of budget adoption, such as pay for performance.

Non-Departmental Budget
Revenue by Category
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
Percent
Change
Property Tax [A] 100,889,966 103,496,323 114,062,853 10.2% Sales Tax 41,432,664 44,768,000 45,551,000 1.7%
Transient Occupancy Tax [B] 47,981,407 51,233,000 46,364,000 -9.5% Business Tax 61,206,483 62,600,000 64,165,000 2.5%
Other Taxes [C] 1,735,490 933,000 1,212,000 29.9%
Intergovernmental Revenue 1,259,055 330,000 330,000 0.0% Licenses and Permits (55,570) - - 0.0%
Fines and Penalties [D] 123,226 40,000 80,000 100.0%
Use of Money and Property [E] 24,647,300 32,386,446 34,193,205 5.6% Service Fees and Charges 1,452 500 600 20.0%
Internal Service Fund Receipts [F] 10,336,359 7,941,062 5,683,917 -28.4% Miscellaneous Revenue 12,799,542 14,803,000 14,923,049 0.8% Total Revenue 302,357,374 $ 318,531,331 $ 326,565,624 $ 2.5% CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
NON-DEPARTMENTAL 147
Expenditures by Category
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
Percent
Change
Salaries and Benefits 16,120,074 15,179,671 15,236,279 0.4% Materials and Supplies 54 - - 0.0%
Contractual Services 189,225 229,925 229,925 0.0%
Other Charges [G] 18,239,881 20,492,920 18,410,662 -10.2% Total Expenditures 34,549,234 $ 35,902,516 $ 33,876,866 $ -5.6% [A] Increase due to projected assessed valuation growth, increase in actuarily determined property tax override, and the receipt of deferred payments related to the Eaton and Palisades Fires. [B] Decrease in projection due to significant decline in international tourism observed in early 2025 and ongoing economic uncertainties.
[C] Increase in projection of property transfer tax based on current year trends. [D] Increase in projection of late payment penalties based on current year trends. [E] Increase in projection of portfolio investment earnings based on market conditions. [F] Decrease to align with funding needs, driven by a decrease in capital funding needs and the final payoff of outstanding bonds.
[G] Decrease primarily due to reduced debt service costs.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
148
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
PARKING AUTHORITY 149
Parking Authority
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
PARKING AUTHORITY 150
Parking Authority Personnel

FY 2023-24
Adopted
FY 2024-25
Adopted
FY 2025-26
Proposed
Variance
from PY
Total Number of Employees (FTE)* 0 0 0 0
*The Parking Authority has no employees and contracts with the City of Beverly Hills for operation and management services.

Parking Authority Budget
Revenue by Category
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
Percent
Change
Fines and Penalties 579 - - 0.0%
Use of Money and Property 17,199,796 18,318,257 19,208,630 4.9% Service Fees and Charges [A] 10,216,256 9,925,550 10,454,760 5.3% Miscellaneous Revenue [B] 2,211,405 1,903,000 1,749,000 -8.1% Total Revenue 29,628,036 $ 30,146,807 $ 31,412,390 $ 4.2% Expenditures by Category
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
Percent
Change
Contractual Services 22,354,100 22,354,100 22,354,100 0.0% Other Charges [B] 5,176,558 5,123,812 3,836,700 -25.1%
Total Expenditures 27,530,658 $ 27,477,912 $ 26,190,800 $ -4.7% [A] Increase due to higher projection of monthly transient parking revenue. [B] Decrease in projected rent from hotelier (computed on the same base of room revenue subject to TOT, similar to Municipal Surcharge) driven by a lower TOT projection due to a significant decline in international tourism observed in early 2025 and ongoing economic uncertainties.
[C] Decrease primarily due to reduced debt service costs related to the full repayment of an interfund loan.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
SUPPLEMENTAL INFORMATION 151
Supplemental Information
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
152

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET ENHANCEMENT DETAILS 153
Budget Enhancement Details
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET ENHANCEMENT DETAILS 154
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET ENHANCEMENT DETAILS 155

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET ENHANCEMENT DETAILS 156
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET ENHANCEMENT DETAILS 157
IV. JUSTIFICATION (Continued)
The current RMS system undergoes one major update per year, which requires significant labor and results in several hours of downtime. Transitioning to a cloud-based system would shift this process to a monthly/quarterly service model with minimal downtime and reduced need for onsite resources. Cloud services are hosted and monitored by the vendor 24/7, providing a level of redundancy that the current system lacks. Additionally, once the agreement is signed, maintenance fees already paid under the current subscription are applied to the new cloud-based subscription, ensuring no overlap in costs. Early adoption allows for greater credit from the existing subscription, eliminating additional subscription fees such as SQL licenses. Other benefits include:
• Reduces virtual machines (VMware) that are associated with the current CAD/RMS system • Eliminates future onsite and replacement costs of hardware • Current and future integrations can utilize more generic integrations – less customized / lower potential future costs
• Moving the RMS to the cloud improves service by providing real-time access to data, enabling faster and more responsive community transparency
• Enhances reliability with reduced downtime and disaster recovery capabilities, ensuring continuous service during emergencies
• Advanced security features protect community data while ensuring compliance with regulations • Streamlined workflows, mobile access, and cloud-based efficiency facilitate meeting timeframes for Public Records Act (PRA) requests, court subpoenas, and increasing demands from other City departments for data and crime information
This transition would ensure more accurate, timely, and transparent information sharing with the community and partner agencies:
• Cybersecurity threats mitigation secure access: connecting through Amazon GovCloud with Tyler Virtual Private Network (VPN) devices ensures a secure environment resistant to ransomware attacks • 24/7 monitoring: continuous environment monitoring provides enhanced security oversight • Failed login monitoring: quick detection and mitigation of unauthorized access attempts ensure system integrity For FY 2025-26, the Department requests a minimum enhancement of $332,193 ($251,193 in recurring costs and $81,000 in one-time costs), but strongly recommends securing an additional $125,000 for the Enterprise Records System (ERS) migration to avoid significantly higher costs in FY 2026-27. Delaying this ERS migration would increase future expenses beyond the requested $125,000 due to inflation, rising vendor costs, and added infrastructure requirements while also placing the Department in a queue with other customers, leading to longer implementation timelines.

R 41001501 731240 $ 376,193
O 41001501 731240 $ 81,000
FOR INTERNAL USE ONLY:

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET ENHANCEMENT DETAILS 158
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET ENHANCEMENT DETAILS 159

JUSTIFICATION DETAIL
Currently, all phone calls and visitors are telephonically routed to the Watch Commander for vetting and direction. The volume of phone calls and visitors is unmanageable for the Watch Commander and detracts from other primary duties, including managing major incidents, monitoring Live911, overseeing the Real Time Watch Center, reviewing and approving arrests and reports, monitoring the jail, scheduling, and other personnel matters. The Department is proposing to staff the front desk with full-time CSO personnel. These positions would be responsible for greeting all walk-in visitors, providing appropriate assistance or directing them to the appropriate department, as well as answering phone calls to the Department.

The CSOs would also handle the intake and writing of Police reports from walk-in visitors. When not assisting a customer, the positions would be assigned other administrative duties to support the Department, such as subpoena processing.

Additionally, the City Council has directed staff to pursue the design, construction, and ongoing operation of a public safety kiosk on the station platform of the Wilshire/La Cienega Metro Station, with potential future construction of another kiosk at the Wilshire/Rodeo station. The CSOs would also provide staffing support for the Metro kiosk, enhancing public safety presence and response capabilities at this location.

The addition of these six CSO positions would improve station security, customer service, and response time to walk-in and phone requests, while providing needed administrative support for subpoena processing and staffing for the Metro kiosk.

This comprehensive approach will enhance overall Department efficiency and community service levels.

JC 3072
Grd W-45
Stp 2
GL 00102305 @ 100%
Hrs N/A
FOR INTERNAL USE ONLY:

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CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
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CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
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CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
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CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
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CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
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CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET ENHANCEMENT DETAILS 166
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET ENHANCEMENT DETAILS 167
IV. JUSTIFICATION (Continued)
As the City continues to expand its reliance on technology, appropriately licensing and maintaining these systems is paramount. Despite rising software licensing and support costs, the Information Technology Department has diligently worked to minimize the impact through cost-saving measures such as consolidation, virtualization, and adherence to best practices in systems management. This enhancement is critical to sustaining the City’s growth and operational excellence.

The following represents a breakdown of the major components of this request:

Public Safety – Police & Fire Support ($25,000)
• Tyler Technologies (increases for Aegis, CAD/RMS, e-citation, BRAZOS, SWITRS) – $25,000

Productivity Tools ($95,600)
• Infor (Maintenance for Additional Licenses for Public Works) – $25,600 • Envisio (Strategic Planning Software) – $10,000
• Apryse Corp (web-based text-to-pdf enterprise software) – $20,700 • Yardi (Risk management modules) – $10,300
• CivicPlus (Paper form automation) – $4,000
• Madison A/I (Staff report automation) – $25,000
Public Facing Customer Service Tools ($86,100)
• Intermedia (Public Call center software) – $39,300
• Verint (Customer relationship management software) – $32,300 • Innovative Interfaces/Clarivate (Public Library systems) – $14,500 Enterprise System Support ($19,900)
• Integrated Media Technologies – $9,000
• Accelerated Desktop infrastructure deployments – $10,900 (**one-time) Critical Maintenance, Cyber Security and Network Security ($44,700) • Various vendors – $44,700
R 41001501 730300 $ 199,600
R 41001501 731240 $ 60,800
O 41001501 731200 $ 10,900
FOR INTERNAL USE ONLY:

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CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET ENHANCEMENT DETAILS 169

JUSTIFICATION DETAIL
This recommendation is based generally on the Division of Civil Engineering Organizational Assessment Report completed in September 2024 which compared the City's inspection group structure and efficiency to other agencies similar in size, population, and performance of similar types of projects.

The proposed reorganization of the Public Works inspection team from a single supervisory structure to three distinct groups reporting to Project Managers represents a strategic approach to enhancing operational efficiency and organizational effectiveness. This structure is comparable to other neighboring agencies, ensuring our approach is aligned with best practices in public works management. By redistributing the eight existing Public Works Inspectors into three focused groups, we will create more targeted and specialized oversight capabilities.

The financial strategy accompanying this restructuring is particularly noteworthy, as the cost savings will be strategically reinvested in organizational development. Specifically, the cost savings will provide for future upgrade of a Public Works Inspector II position to a Senior Public Works Inspector and three Associate Project Manager positions to full Project Manager positions. This approach not only optimizes our current resource allocation but also provides clear professional growth pathways and strengthens our management infrastructure, ultimately improving overall departmental performance and accountability.

Additionally, converting the Water System Inspector position to a Public Works Inspector II provides more flexibility and enhances the professional development and ability to work on a variety of project types and increases redundancy and reliability.

Below is a chart identifying the four new positions proposed and the five existing positions to be eliminated, as well as the associated cost or cost offset, as applicable. Please note that the offsetting conversions involving Public Works Inspector II positions have been netted out against each other.

Category Position Bargaining Unit Fund Org %
Cost /
(Offset)
General Fund 00112401 10% 22,688
General Fund 00112402 10% 22,688
Policy, Admin, Legal Fund 48012403 80% 181,506
General Fund 00112401 10% 22,688
General Fund 00112402 10% 22,688
Policy, Admin, Legal Fund 48012403 80% 181,506
New Position Project Manager Management and Professional Policy, Admin, Legal Fund 48012301 100% 226,882 General Fund 00112401 10% 16,964
General Fund 00112402 10% 16,964
Policy, Admin, Legal Fund 48012403 80% 135,712
General Fund 00112401 10% (19,910)
General Fund 00112402 10% (19,910)
Policy, Admin, Legal Fund 48012403 80% (159,278)
General Fund 00112401 10% (19,910)
General Fund 00112402 10% (19,910)
Policy, Admin, Legal Fund 48012403 80% (159,278)
Existing Position Associate Project Manager Management and Professional Policy, Admin, Legal Fund 48012301 100% (199,097) General Fund 00112401 10% (19,245)
General Fund 00112402 10% (19,245)
Policy, Admin, Legal Fund 48012403 80% (153,958)
Existing Position Water System Inspector Municipal Employees Association Water Enterprise Fund 80006003 100% (162,109) Existing Position Associate Project Manager Management and Professional Existing Position Supervising Public Works Inspector Supervisors Association New Position Senior Public Works Inspector Municipal Employees Association Existing Position Associate Project Manager Management and Professional New Position Project Manager Management and Professional New Position Project Manager Management and Professional CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET ENHANCEMENT DETAILS 170
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET ENHANCEMENT DETAILS 171
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
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CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
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CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
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CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET ENHANCEMENT DETAILS 175

JUSTIFICATION DETAIL
The Transportation Manager would include management of transportation staff, coordination of transportation-related projects within the Division and Department, leading complex transportation planning/engineering projects, and coordination with outside agencies such as neighboring cities, the Los Angeles County Metropolitan Transportation Authority, etc.

One Transportation Planner position would be eliminated. Some of the workload of the remaining Transportation Planner would shift to the Transportation Planning Analyst (as appropriate per job class) to absorb the tasks of the eliminated Transportation Planner, as follows:
• Budgets/audits would shift from the remaining Transportation Planner to Transportation Planning Analyst • Work requiring less technical expertise, such as research, conceptual plans, and community engagement, would shift from the remaining Transportation Planner to the Transportation Planning Analyst • Traffic studies, data collection/analysis, and work orders would shift from Transportation Planning Analyst to Traffic Engineering Technician
• Senior Transportation Engineer would be eliminated; workload has been absorbed by others in the Division, including the City Engineer and Associate Project Managers
Benefits of Proposed Position
Management Focus and Effectiveness:
• Restores proper management span of control by having a dedicated Transportation Manager rather than adding these duties to the City Engineer's workload
• Allows the City Engineer to focus on division-wide strategic planning and operations rather than direct management of transportation staff
• Provides Transportation staff with a dedicated supervisor who can give more attention to their work plans, professional development, and day-to-day needs
Operational Efficiency:
• Creates a consistent and balanced organizational structure where all work groups have dedicated managers reporting to the City Engineer
• Allows for better coordination and integration of transportation initiatives with other division functions and other City departments including Community Development, Police, Fire and Community Services • Enables more responsive decision-making on transportation matters since staff have a manager focused on their area Cost Effectiveness:
• Achieves reorganization in a budget-neutral way
• Eliminates Metro-reimbursed Transportation Planner position as subway extension project nears completion • Makes efficient use of existing talent by promoting experienced staff who can maintain some current duties while taking on management responsibilities
• Avoids costs of recruiting and training new staff by leveraging institutional knowledge Employee Development and Retention:
• Creates career advancement opportunity for the Transportation Planner • Demonstrates commitment to internal promotion and professional growth • May improve morale by restoring dedicated leadership to the transportation group Long-term Strategic Benefits:
• Positions the transportation function for future growth and challenges • Enables better strategic planning and project management for transportation initiatives • Strengthens the Division's ability to coordinate transportation planning with other city functions JC/PCN 5119 505105001 505120002
Grd M-63 M-59 M-47
Stp 2 2 2
GL 00112501 @ 100% 00112501 @ 100% 00112501 @ 100%
FOR INTERNAL USE ONLY:

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET ENHANCEMENT DETAILS 176

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET ENHANCEMENT DETAILS 177
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET ENHANCEMENT DETAILS 178

JUSTIFICATION DETAIL
Overview: askBH handles a high volume of customer interactions each month, including 8,350 calls, 2,254 emails, and 85 online requests. Despite promoting online services, customers continue to prefer phone communication, contributing to a 10% increase in call volume. With plans to pilot Saturday service, coverage needs during absences and higher volume periods, additional staffing is needed to maintain service standards.

Increased Customer Interaction Volume: The 10% increase in call volume, with phone calls accounting for over 80% of interactions, has made current staffing levels insufficient. A new part-time CSR will help manage the higher volume and ensure timely responses.

Impact on Customer Relations Coordinators’ Core Responsibilities: Coordinators support the team during peak periods and absences, answering 30 calls per day on average, but answering calls impacts their ability to supervise, manage escalated cases, lead projects, check in with departments, develop training, monitor software applications, and handle other responsibilities. A part-time CSR will help them focus on these critical tasks.

Pilot Saturday Service: askBH’s planned pilot of Saturday service will start once the new call-center and customer management software’s are implemented. A part-time CSR will provide necessary coverage to maintain service quality during these additional hours.

Maintaining Service Level Targets and High-Quality Service: The team has consistently met its 95% service level target.

However, increased demand and expanded hours could affect these results. A part-time CSR will ensure that service levels remain high.

Cost-Effective Solution: A part-time CSR provides a cost-effective way to meet increased demand without the need for a full-time hire. This position will support extended hours and peak periods, controlling operational costs. This position is funded by Internal Service Fund charges and spread across the departments and programs supported by askBH, including the Utilities. Therefore, the budget impacts to each program will be minimal.

Maintaining Team Morale and Managing Absenteeism: To avoid burnout and maintain positive team morale, staff are encouraged to use vacation leave. Over the past year, CSRs have used approximately 2,000 hours of vacation and sick leave, the equivalent of being down one full-time CSR position. This absenteeism puts additional strain on the remaining team members. A part-time CSR will help cover the workload during these times, ensuring consistent service and allowing the team to take much needed breaks.

Additional Duties Beyond Direct Customer Service: In addition to handling phone calls, emails, and online requests, CSRs assist with tasks such as Solid Waste Commercial billing, Water Utility customer support, Community Preservation case creation and assignment, fire/building/special event permit status and inquiries, and after hours and weekend community outreach at City events. A part-time CSR will help share the load of these additional responsibilities, ensuring these critical tasks continue to be performed effectively.

JC 6191
Grd G-52
Stp 2
GL 48009505
Hrs 35
FOR INTERNAL USE ONLY:

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CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
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CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
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CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
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CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
BUDGET ENHANCEMENT DETAILS 185

JUSTIFICATION DETAIL
To support the City’s Accredited (Certified) Laboratory, a reclassification study of the Water Quality Specialist role to include management and oversight of the State-Accredited City Laboratory, along with upgrading the Water Quality Technician position from part-time to full-time, will provide consistent support for laboratory operations. Together, these enhancements will ensure the City’s drinking water regulatory compliance, and accredited (certified) laboratory are effectively managed and fully equipped to meet water quality monitoring needs. They will bolster compliance with State and Federal regulations, improve operational efficiency, and deliver long-term cost savings.

New Existing
JC/PCN 3511 953509001
Grd G-45 G-45
Stp 2 2
GL 80006004 @ 80%; 84005401 @ 20% 80006004 @ 80%; 84005401 @ 20% Hrs N/A 30
Offset 80006004-731220 $ 140,000
FOR INTERNAL USE ONLY:

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CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
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CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
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7 symbol indicates a work plan that supports the City’s sustainability initiatives.

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IV. JUSTIFICATION (Continued)
Prior to the 2020 pandemic, Community Services offered an array of early childhood classes at both Roxbury and La Cienega Community Centers but these were slowly phased out as we lost vendors and young children were considered atrisk. As a result, Community Services focused its programming on school-aged children. With the closure of Hawthorne Elementary School in fiscal year 2024-2025, Community Services began collaboration with BHUSD to create an early education center. However, funding for this programming cannot be absorbed within the Department's current budget and an ongoing appropriation of $125,000 is being requested for vendor contracted classes as well as a one-time appropriation of $25,000 for age-appropriate furniture and supplies.

R 00106701 465710 $ 70,000
R 00106701 731220 $ 125,000
O 00106701 731200 $ 25,000
FOR INTERNAL USE ONLY:

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Department Divisions and Ongoing Tasks
Proposed Budget
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Policy and Management
Divisions
City Council and Administrative Support
Description
Provides support for the City Council and the operation of the City. Responsibilities include setting policy and enacting local legislation; approving City programs; adopting the City's budgets; coordinating and facilitating the City's resident educational Team Beverly Hills program; and establishing the City's legislative agenda.

Program Goals
 Implement the policy direction of the City Council by ensuring their goals and objectives are achieved in a timely manner.
 Oversee the management of the organization by facilitating efficient, effective, and mission-driven day-to-day operations of City departments.
 Develop and coordinate strategies, goals, and objectives to guide the organization for the next five years and beyond.
 Implement the City Council's legislative agenda by managing the City's regional, federal, and state legislative efforts.
 Coordinate the annual City Council priority setting exercise for selection of Citywide initiatives.  Lead the City's development of policy recommendations by providing leadership to multidepartmental efforts on high-priority projects such as organizational development, legislative advocacy, and regional collaborations.
 Manage annual Mayoral initiatives with multi-departmental policies, events, and special programs.  Facilitate responses to resident inquiries in a timely manner.  Advocate prudent fiscal planning by developing and implementing Citywide and departmental operating and capital improvement budgets.
 Maintain relationships with the sister cities of Herzliya, Israel; Cannes, France; Acapulco, Mexico; and Pudong District, Shanghai, China.
 Coordinate Team Beverly Hills, a resident education program, by developing new participants and encouraging future resident involvement in City programs and activities through volunteer service by Team Beverly Hills graduates.

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Community Outreach and Economic Development
Description
Community Outreach is responsible for producing annual and one-time events, including Mayoral and Council initiatives that engage the community and enhance the City's reputation as one of the nation's top cities to visit and conduct business. Marketing staff maintain relationships with City partners in the business community, including the Chamber of Commerce, Conference and Visitors Bureau, and the Rodeo Drive Committee.

Manage and provide a broad range of program initiatives through partner workplans aimed at sustaining Beverly Hills as a premier destination for visitors and a prime location for businesses.

Program Goals
 Design and implement strategies to strengthen the economic- and marketing-related initiatives sponsored by the City and its community-based partner organizations.  Engage in outreach to all City stakeholders on a variety of topics relevant to the City.  Develop and grow Beverly Hills as a premier destination for tourists and a prime location for businesses through a variety of business attractions, retention, and expansion programs, and through the implementation of program priorities as outlined in the City's Economic Sustainability Plan.
 Maintain relationships with City partners in the business community including the Beverly Hills Chamber of Commerce, Rodeo Drive Committee, and Beverly Hills Conference and Visitors Bureau.
 Manage Mayoral initiatives and Council priorities with crossover for partners.  Administer the Branding and Licensing program to expand the public's exposure to the City's brand.

Communications and Marketing
Description
Communications/Public Information is responsible for increasing the community’s knowledge of City programs and services; maintaining relationships with local, regional, and national media outlets; and enhancing the City's reputation as a top local, regional, and international city. Communications staff promote multiple City Department initiatives; provide accurate and timely information to the public and media day-to-day and in the event of an emergency or disaster; and develop and implement strategies for effective communications through print and digital media.

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Program Goals
 Promote, enhance, and manage relationships with key media outlets and publications in an effort to garner news coverage of the City and the visibility of key City programs and services.  Communicate important information to the public regarding Council initiatives, road closures, event and emergency information.
 Provide information and promotional support for multiple City Department initiatives.

Real Estate Management
Description
The Policy and Management Department leads all negotiations for lease, purchase/sale, and joint development of real property owned by the City. Staff in the Real Estate Management Team evaluate opportunities for future development in strategic locations in accordance with City priorities, goals, and objectives.

The City owns an extensive portfolio of properties leased to commercial tenants for public benefit and investment purposes. Many properties are located in the business triangle and in the vicinity of 3rd Street and Foothill Road. The wide range of spaces includes several restaurants, multiple office buildings, groundfloor retail locations, telecommunications sites, ground leases, a small newsstand, a small concession shop, easements, license agreements, and more. The City also owns an office complex and a single-family residence in Los Angeles. Staff in the Real Estate Management Team coordinate property management and lease administration activities between the Public Works Department and the Finance Department.

Program Goals
 Utilize City-owned real property for maximum public benefit.  Acquire strategic property for the development of public infrastructure and affordable housing.  Ensure all leasable spaces are fully leased to reputable and creditworthy tenants.

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Ongoing Tasks
 Assist the City Council with formulating policy by conducting research and coordinating the legislative process including establishment of Council meetings, agendas, and review of department reports and recommendations submitted for City Council action.  Encourage intergovernmental communication through collaboration with the Westside Cities Council of Governments, League of California Cities, and California Contract Cities Association.  Promote the City's legislative agenda by managing the City's federal and state legislative efforts and supervising lobbying firms contracted by the City.
 Support the Sister City Committee including the sister cities of Herzliya, Israel; Cannes, France; Acapulco, Mexico; and Pudong District, Shanghai, China.  Manage and facilitate the annual Mayoral and City Council installation.  Oversee and coordinate the implementation of the City Council priorities, which are developed annually each spring, and implement the Mayor’s and City Council initiatives throughout the year.  Advocate prudent fiscal planning through the development and implementation of Citywide and departmental operating and capital improvement budgets.  Cultivate organizational leadership by facilitating, coordinating, monitoring, and overseeing departmental operations and multi-departmental projects.  Facilitate responses to resident inquiries, manage departments’ Ask Bev cases, and coordinate Citywide efforts to examine new and collaborative ways to solicit customer feedback.  Advance efficiency and effectiveness in customer service through day-to-day administrative support to the City Council, Policy and Management staff, and the general public.  Respond to complaints and/or concerns in a timely fashion (within 48 hours or less).  Support the Next Beverly Hills Committee with their mission and work plan; coordinate meetings; prepare and distribute packets; schedule and post meetings; write and post meeting minutes; and other administrative duties to support the Committee.
 Coordinate with City departments, residents, businesses, and relevant stakeholders in planning for the construction of Metro Station 1 at La Cienega Blvd. and Wilshire Blvd. and Metro Station 2.  Update the City’s administrative regulations in coordination with all departments.  Produce key messages and communication materials for senior City officials.  Manage news coverage of the City by promoting positive working relationships with the media, including local, trade, regional, and national reporters and editors.  Implement the projects and priorities identified in the City’s Strategic Communications Plan including the development of a new City website and subsequent communication and community outreach tools.
 Manage social media on City platforms.
 Manage the City's outreach program and written materials/collateral for community initiatives.  During election periods, coordinate City Council candidate orientation and City-sponsored forums.

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 Manage the City's agreement with the Beverly Hills Conference and Visitors Bureau and Rodeo Drive Committee for development and implementation of comprehensive tourism development and visitor marketing programs to maintain and grow Beverly Hills as a prime destination for visitors.
 Continue coordination of stakeholders on implementation of items in the City’s updated Economic Sustainability Plan.
 Continue coordination with the Beverly Hills Chamber of Commerce on the Property Owners Task Force to evaluate opportunities and policies to assist in retaining existing tenants and attracting new, high-quality tenants to fill vacant commercial spaces.  Manage the City’s agreement with the Beverly Hills Chamber of Commerce to execute a variety of work plan initiatives aimed at maintaining Beverly Hills’ position as the premier location to operate a business.
 Continue to support Chamber of Commerce efforts for attracting unique and community-serving small businesses.
 Manage and coordinate, in partnership with Public Works Department staff, the logistical and aesthetic details of the City's holiday décor and lighting program to provide décor designed to promote the City as a destination for shopping and dining during the holiday season and respond to requests/complaints as needed.
 Leverage and enhance the Beverly Hills brand through strategic partnerships and programs.  Coordinate inquiries and requests for use of the Beverly Hills shield and manage potential infringements.
 Continue providing staff support to achieve Next Beverly Hills Committee goals and objectives, including special event logistical assistance.
 Coordinate with homeowners’ associations in the City by providing and managing outreach, support, and sharing information.
 Prepare City Council closed session real estate packages for real property negotiations.  Manage marketing and leasing of available tenant spaces (lease proposals, lease review, assessor forms, and agenda reports).
 Continue efforts to acquire real property for site-specific public benefit such as parking, open space, water infrastructure, and other civic uses with a focus on the Southeast Area as a priority (Action

3.A.5 of the Economic Sustainability Plan).
 Assess options for future uses and development of the City-owned property at Gale Dr. and other acquired Metro properties (Action 2.C.1 of the Economic Sustainability Plan).  Administer wireless telecommunication leases at City-owned property.  Administer consulting contracts, brokerage contracts, and the tenant improvement process.  Coordinate property management and lease administration activities between the Public Works and Finance Departments.
 Evaluate opportunities for future development in strategic locations.  Provide outstanding and timely service to the entire community (including internal customers/other City departments) in processing permits or responding to community issues.

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 Develop and conduct a six-month educational program for the Team Beverly Hills resident program by coordinating and working with other City Departments, the Mayor's Office, and community groups as appropriate.
 Maintain Citywide outreach meetings and provide interdepartmental support for outreach efforts.  Promote economic development activities to diversify the City's revenue streams and maintain the City's strong fiscal position.
 Continue to work with event organizers to support hybrid model events (Action 2.A.1 of the Economic Sustainability Plan).

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City Attorney
Divisions
Legal Services
Description
The City Attorney's office provides legal support and advice to the City Council, City officials, and City departments. In addition, the office provides or oversees legal representation in all civil litigation matters in which the City is a party. The City Prosecutor enforces the laws of the Beverly Hills Municipal Code through the prosecution of misdemeanor criminal offenses.

Program Goals
 Provide high quality legal support to the City Council and all City departments.

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Ongoing Tasks
 Render legal advice and legal opinions to the City Council, City officials, and City departments.  Preparation of various types of legal documents including but not limited to ordinances, agreements, easements, resolutions, and opinions.
 Attend City Council, Planning Commission, and department meetings. Attend other commission meetings and City meetings as requested by staff.
 Provide/oversee legal representation in civil matters to which the City is a party.  Work with Building and Safety to handle code enforcement matters including informal resolutions and civil and criminal prosecution.
 Provide training and educational sessions for City officials and City employees on the Brown Act, Public Records Act, Conflict of Interest laws, negotiating and drafting agreements, and drafting resolutions.

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City Clerk
Divisions
City Clerk Administration
Description
The City Clerk Administration program provides support to the City Council and other City departments.

The program is also responsible for providing and coordinating the resources necessary to conduct the dayto-day operations of the City Clerk's Office.

Program Goals
 Provide service to customers both internally and externally in an efficient and effective manner while conducting all administrative operations.

Municipal Elections
Description
The Municipal Elections program provides City of Beverly Hills residents with an election process in accordance with the State of California Elections Code which forms the foundation of our democratic system of government.

Program Goals
 Successfully lead all City-related elections.

Public Meetings and Hearings
Description
The Public Meetings and Hearings program prepares and produces City Council formal and study session meeting agendas, agenda packets, hearing notices, synopses, and minutes. In addition, this program fulfills legal processing procedures for resolutions, ordinances, and contracts.

Program Goals
 Coordinate and record all City Council meetings.

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Records Management
Description
The Records Management program ensures that proper records retention, maintenance, and disposition practices are incorporated into all City record-keeping practices in compliance with state and federal records retention regulations.

Program Goals
 Plan, direct, and oversee the development, implementation, and maintenance of records management services to ensure that the City is in compliance with regulations and provide greater capability to quickly search and retrieve documents.

Public Records Requests
Description
The Public Records Requests program responds to subpoenas and requests for the production of public records according to the requirements of the California Public Records Act, and other federal and state laws pertaining to requests for information.

Program Goals
 Coordinate with all City departments and manage the production of records in response to public records requests.

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Ongoing Tasks
 Ensure telephone calls made to the City Clerk's main line are provided with a direct response or routed to the appropriate department in a prompt and courteous manner.  Continue to maintain the City seal and ribbons, and processing of official documents, such as proclamations, retirement certificates, etc.
 Administer oaths or affirmations, take affidavits and depositions pertaining to the affairs and business of the City, and certify copies of official records.  Accept, process, and route all claims and legal documents filed with the City.  Update and implement the City's Conflict of Interest codes and Statement of Economic Interest Filings.
 Coordinate the ongoing Commissioner recruitment and reappointment processes; distribute the Commission listing on a quarterly basis within the organization; maintain a Local Appointments List as required by the Maddy Act.
 Coordinate updates to the Beverly Hills Municipal Code as required.  Process and maintain City contracts, covenants, easements, and deeds; notarize City documents, arrange for recordation with the LA County Recorder's office, and disseminate documents upon recordation.
 Conduct formal bid openings for City projects as needed.  Conduct City municipal elections consolidated with Los Angeles County.  Publish legal notices as required.
 Manage and prepare the agendas of all packets for City Council study sessions and formal meetings; create minutes.
 Continue to administer City Council meetings, inclusive of hybrid telephonic and video conference meetings.
 Coordinate the Sunshine Task Force Meeting with the City Manager’s Office; create highlights.  Coordinate Citywide records storage and destruction, update of records retention schedules and policies, and records training of all City employees.
 Manage and coordinate the City's public records requests to ensure response within the ten days required by the California Public Records Act.
 Continue to provide all services during declared emergencies.

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Finance
Divisions
Finance Administration
Description
The Finance Administration Division oversees all Department activities and staff, which includes the Budget, Revenue, General Accounting, and Purchasing divisions.

Program Goals
 To review, evaluate, and make recommendations related to Citywide policy issues that may have a financial impact on the City, while effectively managing and supporting all Finance divisions.

Budget
Description
The Budget Division works with all City departments to coordinate and prepare an annual program-based operating budget and Capital Improvement Projects (CIP) budget that adheres to best practices in establishing the City’s financial plan, which details City services provided, revenue projections, and funding allocated to departments for operations and capital projects. The Budget Division ensures resources are aligned with City Council and community priorities, monitors expenditures to stay within authorized limits, and supports City departments with managing their budget.

Program Goals
 To provide an annual operating and CIP budget, to effectively and efficiently account for all Citywide replacement of equipment, and to provide accurate and timely support and other financial reports and analysis to City management, departments, City Council, and the community, while maintaining exceptional customer service.

General Accounting
Description
The General Accounting Division consists of accounting, accounts payable, payroll, grants, financial reporting, and lease revenue collection and reconciliation. The General Accounting Division is responsible for the accurate, fair presentation and full disclosure of the City’s financial transactions in conformance with Generally Accepted Accounting Principles (GAAP), compilation of the City’s financial statements, fiscal year-end audit, and preparation of the Annual Comprehensive Financial Report (ACFR). The Division is also responsible for the issuance of City disbursements to vendors and payroll disbursements to employees, the maintenance of City payroll records, payment of all state and federal taxes, safeguarding of the City’s financial assets, and maintaining compliance with City codes.

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Program Goals
 To accurately report financial information to stakeholders and to make timely, accurate payments to City employees and vendors, while maintaining exceptional customer service.

Purchasing
Description
The Purchasing Division is the control point of the City's decentralized purchasing system. Purchasing is responsible for coordinating procurement-related activities with other City departments and outside agencies and reviewing and evaluating purchasing procedures to ensure an effective and timely workflow.

The Purchasing Division also acts as the control mechanism to ensure compliance with City policies, procedures, Government codes, and best practices.

Program Goals
 To provide accurate, timely, and transparent purchasing support to City departments and the community while maintaining exceptional customer service.

Revenue
Description
The Revenue Division works with all City departments to administer major revenues. Revenue administration includes: the billing and collection of the City's business and transient occupancy taxes, utilities, regulatory permits, and other miscellaneous revenues; oversight of property and sales taxes; administration and oversight of Citywide Payment Card Industry (PCI) compliance and cashiering functions; and coordination of the adoption of Citywide taxes, fees, and charges.

Program Goals
 To administer and oversee the City's revenues effectively through accurate and timely billing and collections, while providing exceptional customer service.

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Ongoing Tasks
 Monitor revenues and expenditures for indications of changes in economic conditions (slowdowns/recessions/expansion) and recommend appropriate actions.  Monitor cash flows to invest any excess funds and ensure proper funds are available for ongoing City expenditures.
 Organize and run Community Charitable Foundation Committee meetings.  Prepare monthly financial reports for the Community Charitable Foundation Board Members.  Provide fiscal stewardship for City assets, while maintaining and minimizing the City’s liabilities to ensure optimal fund balances.
 Perform forecasting of City revenues and expenditures to assist with long-term financial planning.  Support the City Treasurer in managing the City's investment portfolio.  Review, evaluate, and make recommendations related to Citywide policy issues that may have a financial impact on the City.
 Provide financial and administrative reports and statistics to various City departments including the City Manager's office and City Council.
 Review City agenda reports and agreements to evaluate and report fiscal impact.  Continue working with the City’s consultant to seek reimbursement from FEMA for COVIDrelated expenditures.  Continue updating and implementing Finance-related Administrative Regulation policies to ensure compliance with Government Code and other regulations.  Administer bond financing and rating activities related to capital improvement and other projects, while continuing to monitor outstanding debt for cost saving opportunities.  Continue implementing ERP system analysis and data monitoring tools to assist with financial analysis and internal control reviews and department level budget analysis.  Continue transitioning accounts payable payments from check to ACH electronic payments.  Comply with Government Finance Officers' Association best practices, and Municipal Code requirements by coordinating an annual operating and CIP budget for adoption by the next fiscal year.
 Update City Council through presentation of midyear status reports on a semi-annual basis and more frequent updates as required.
 Develop and foster purchasing partnerships with departments that need additional assistance regarding purchasing processes, transactions, and reporting.  Perform tasks necessary to prepare, bill, collect, and administer the City's utility and miscellaneous billing accounts according to scheduled billing cycles.  Administer billing, collection, and reconciliation of the City's lease revenues.  Process, prepare, and mail business tax renewal forms.  Review new business tax registrations, review transient occupancy tax filings, and audit business classifications for tax compliance.
 Continue revenue audit program to ensure proper reporting and payment of City taxes.  Perform monthly closings including subledger and general ledger account reconciliations, various revenue and expense trend analysis, bank reconciliations, and journal entries.

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 Comply with Governmental Accounting Standards Board (GASB) pronouncements and report all of the City's financial transactions for presentation in the audited Annual Comprehensive Financial Report (ACFR) as well as various regulatory reports by performing all actions necessary to properly and accurately account for such transactions.
 Review and record monthly changes in the City's capital assets.  Perform biweekly payroll processing and reviews, including federal and state tax quarterly and annual reporting requirements, processing of CalPERS pension and deferred compensation contributions, and required reporting.
 Perform tasks necessary to administratively review Citywide invoices, employee expense reimbursements, and payment processing.
 Administer the purchase card program including uploading daily transactions into the financial reporting system for reviews and departmental approvals.  Ensure purchases do not exceed budgets and monitor for compliance with City purchasing policies, ordinances, and any other applicable regulatory requirements.  Monitor employee recruitment and personnel administration for compliance with Council authorized position limits.
 Calculate cost neutral position reorganizations in support of Citywide departmental operational needs and appropriations needed for reclassifications approved by Council.  Coordinate the creation of requisitions, purchase orders, contracts, and ensure maintenance of proper documentation vital to the purchasing function.
 Maintain updated operating and capital projects financing workbooks to identify/address funding needs and strategies.
 Issue monthly budget-to-actual reports to all departments.  Implement budget amendments for midyear appropriations approved by Council and administer the budget carryover process.
 Continue monitoring enterprise funds’ revenue and expense trends and provide quarterly Water Fund updates to the Public Works Commission.
 Continue participating in labor negotiations and providing labor costing thereon.  Maintain Citywide schedule of taxes, fees, and charges and provide updates to the City Council on an annual basis.
 Continue filing annual City of Beverly Hills Community Charitable Foundation Informational Returns Form 990 and Form 199.
 Continue filing annual Natural Gas Tax Returns for refunds from the Internal Revenue Service (IRS) of taxes paid.

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Human Resources
Divisions
Human Resources
Description
Human Resources is responsible for Citywide personnel administration, organizational learning and development, labor and employee relations, recruitment and selection, classification and compensation, and employee recognition and engagement.

Program Goals
 Deliver consistent, credible, and comprehensive Human Resources services; partner with departments on workforce management, staffing, and organizational restructuring in the midst of a complex labor environment; and provide targeted training in order to promote an engaged workforce.

Risk Management
Description
Risk Management is responsible for the administration of workers’ compensation, insurance, and liability claims management in order to mitigate risk exposure, partners with the City Attorney's office in coordinating Citywide litigation, and oversees safety and injury/illness prevention, benefits and leave administration, and employment-related ADA/interactive processes.

Program Goals
 Develop comprehensive, effective, and cost-efficient measures to reduce the City's liability and financial loss, control risk exposures, manage claims, and promote a safe and healthy workforce.

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Ongoing Tasks
 Partner with hiring departments to establish and administer comprehensive recruitment plans for filling vacant positions.
 Continue to enhance the City’s Hire Local program in order to educate City residents on opportunities to work in the City they live.
 Manage and facilitate onboarding and orientation program for new employees.  Accurate and efficient processing of personnel actions.  Interpret, administer, and provide guidance on the City's Administration Regulations.  Collaborate with the Finance Department to develop and update processes and functionalities of the City's ERP system.
 Conduct classification and compensation studies, including the annual reclassification requests submitted as part of the budget process.
 Provide guidance and work with departments to resolve complex personnel matters.  Serve as the City's representative in coordinating and facilitating matters involving litigation.  Conduct workplace investigations as necessary.
 Work collaboratively with representatives of the City's nine employee associations to address labor relations issues.
 Negotiate, interpret, administer, and provide guidance on nine collective bargaining agreements (MOUs).
 Manage the City's health benefit programs for current and retired employees.  Administer the City’s wellness and leave programs.
 Provide educational teambuilding opportunities for City employees through coordination of the annual Innovations Day program, the Employee Summer Luncheon, the Employee Excellence Awards, and other recognition events.
 Provide training opportunities for full-time and part-time employees.  Administer the City's tuition reimbursement program.
 Analyze losses and develop plans to reduce or eliminate exposures (i.e. employee injuries, property damage, financial/third-party claims) on a quarterly basis.  Manage and coordinate the process for workers’ compensation claims.  Review all City contracts and certificates of insurance to ensure vendor/service provider compliance with City insurance requirements.
 Procure and maintain appropriate levels of property and casualty insurance coverage.  Manage the general liability and workers’ compensation claims administration process.  Continue to work with departments to identify exposures and reduce costs associated with work related injury and illness.
 Continue to refine procedures and methods for the recovery of costs from outside parties that damage City property and injure employees.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
DEPARTMENT DIVISIONS AND ONGOING TASKS 223
Police Department
Divisions
Office of the Chief
Description
The Office of the Chief is responsible for directing the overall operations and activities of the Police Department and administering a range of police services. The program includes the Office of the Chief, Professional Standards Unit, and the Police Community Relations program.

Program Goals
 Provide the highest level of service to the community by working collaboratively with Departments and City staff.
 Enhance safety and security by providing crime prevention information.  Equip citizens with the tools to anticipate, recognize, and report potential and ongoing crimes.  Complete investigations of complaints made by community members within the statutory period.  Promote public safety and individual rights by offering the Concealed Carry Weapons (CCW) program, which provides the training and legal knowledge needed for responsible firearm use in self-defense.
 Educate our residents on the daily aspects of law enforcement under the Citizens Police Academy (CPA), ensuring students better understand the complexities of law enforcement so we can all mutually support the goal of public safety.
 Provide staffing and support for major CIP projects including the Record Management System (RMS) upgrade.

Police Administrative Services
Description
The Police Administrative Services Division is responsible for support operations within the Police Department. The Division includes the Special Projects Unit, the Records Bureau, the Communications Bureau, the Personnel and Training Bureau, the Digital Evidence Unit, and the Department Budget.

Program Goals
 The goal of the Special Projects Unit is to improve the safety of the community by seeking out, evaluating, and implementing law enforcement technologies.  The goal of the Communications Bureau is to process all calls for service for Police, Traffic and Parking, and Fire while dispatching appropriate emergency services personnel in a prompt, courteous, and professional manner.
 The goal of the Records Bureau is to maintain the integrity and accuracy of police records in an efficient and effective manner while maintaining compliance with all applicable laws and best practices.

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DEPARTMENT DIVISIONS AND ONGOING TASKS 224
 The goal of the Personnel and Training Bureau is to make the City the safest place for all people to live, work, and visit, by recruiting, hiring, and training high caliber employees; manage the Department’s training activities and ensure that all mandatory professional training standards are met.
 The goal of the Discovery Unit is to properly store, audit, and produce digital and other evidence (court discovery, subpoenas, and public records) to support law enforcement investigations and respond to criminal and civil subpoenas and discovery.
 The goal of the Department Budget team is to monitor and track department spending, procure necessary equipment, tools, and training, while maintaining compliance with the City’s purchasing rules.

Field Services Division
Description
The Field Services Division includes the Patrol Bureau, Special Weapons and Tactics (SWAT), the K-9 Unit, Jail, the Traffic Bureau, and Traffic and Parking Management. The Patrol Bureau provides the highest caliber of law enforcement services while maintaining a positive relationship with the public. The Patrol Bureau will accomplish this mission through expedient response to calls for service and the use of proactive policing strategies while incorporating the Real Time Watch Center (RTWC). Utilizing the RTWC will enable Patrol Officers to be more proactive in stopping crime by having the City’s cameras monitored 24 hours a day, utilizing drones seven days a week and using Automated License Plate Reader (ALPR) cameras, as well as real time 911.

The Traffic Bureau is responsible for the safe travel of vehicular and pedestrian traffic throughout the City by incorporating the three E’s of traffic: Enforcement, Education, and Engineering. The Traffic Bureau consists of Motorcycle Officers, Accident Investigators, Traffic Control Officers, Commercial Enforcement Officers, and Photo Red Light Enforcement. The Traffic Bureau also has the added responsibility of overseeing vehicle impounds and assisting in the planning and coordination of special events and filming in Beverly Hills.

Traffic Management and Parking is responsible for enforcing parking violations, handling preferential parking permit zones, promoting a safe environment (i.e. red zones and disabled enforcement zones), and promoting parking space turnover thereby creating more available parking (i.e. time-limit zones and metered spaces).

The Field Services Division facilitates the coordination and provision of support for the Special Weapons and Tactics (SWAT) Team and Crisis Negotiation Team, addressing emergency situations that necessitate resources and expertise beyond the routine Police operations. This division is also responsible for the care, custody, and security of all pre-trial inmates temporarily housed within the BHPD Jail facility and encompasses the K-9 Unit, whose primary function is to assist field units with locating and apprehending dangerous suspects, locating evidence, and detecting explosive devices.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
DEPARTMENT DIVISIONS AND ONGOING TASKS 225
Program Goals
 The goal of the Police K-9 Unit is to enhance public safety by locating hidden suspects, explosive devices, and illicit narcotics. In addition, the K-9 Unit reduces personnel needs and expedites Police investigations.
 The goal of the Jail Bureau is to efficiently book, process, and temporarily house inmates in a humane and efficient manner and in compliance with Title 15 and Police Department’s manual as a Type 1 jail facility.
 Ensure public safety by providing police services to the citizens of Beverly Hills.  Prevent crime, apprehend criminals, and safeguard lives and property by maintaining a highly trained, well-equipped, and professional Patrol Bureau.  Ensure the safety of drivers and pedestrians in Beverly Hills by enforcing traffic laws, educating the public on safety and identifying potential hazards for drivers, bicyclists, and pedestrians.  Utilize the Real Time Watch Center (RTWC) to quickly respond to calls for service by providing a virtual presence to efficiently prevent, identify, and direct resources.

Investigative Services Division
Description
The Investigations Services Division includes the Detective Bureau, High Tech Crime Unit (HTCU), Crime Impact Team, Intelligence Unit, Identification Bureau, Property and Evidence Unit, and the Crime Analysis Unit. The Detective Bureau is responsible for recovery of stolen property and preparation and presentation of evidence in criminal cases. The Crime Impact Team provides an investigative team that can focus on specific crime trends and work towards crime reduction with the aggressive pursuit of criminals. HTCU is responsible for the processing of all digital evidence. The Identification Bureau is responsible for the documentation of crime scenes and collection of evidence, the processing of DNA evidence, and providing photographic services as required by the Department. The Property and Evidence Unit is responsible for securing physical property seized or otherwise obtained as part of a crime, arrest, or criminal investigation.

The Crime Analysis Unit is responsible for collecting, analyzing, and interpreting crime data to identify patterns, trends, and actionable intelligence that support strategic decision-making within the Department.

Program Goals
 Ensure the Department's ability to successfully handle and prepare for all incidents requiring expertise beyond the scope of normal Police operations.  Ensure the peace, safety, and security of the City by lawfully gathering and disseminating information pertaining to criminal activity and the threat of terrorism.  To identify criminals who target Beverly Hills residents and visitors.  To identify crime trends and work with surrounding agency partners to prevent crime through aggressive investigation and enforcement.
 The Crime Impact Team focuses on specific crime trends and influences those trends through directed investigations, surveillance, and work in partnership with the Detective Bureau.  The High Tech Crime Unit (HTCU) uses forensic analysis tools to examine digital data from computers, vehicles, cellular phones, and social media to further criminal investigations.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
DEPARTMENT DIVISIONS AND ONGOING TASKS 226
 The Property and Evidence Unit ensures the security and integrity of property and evidence while fulfilling requests in compliance with state law.
 The Identification Bureau provides further analysis and gathers evidence to aid in successful prosecution through the court system.
 The Crime Analysis Unit aims to proactively reduce crime by providing timely and accurate analysis of crime trends, enabling effective deployment of resources and investigative efforts.

Law Enforcement Grants and Special Revenue
Description
Separate account tracking procedures are required for special law enforcement revenue sources. Police Department grants, asset forfeiture funds, and inmate welfare funds are administered through this budget program.

Program Goals
 Effectively and efficiently manage special revenue funds in accordance with federal, state, and local policies and procedures.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
DEPARTMENT DIVISIONS AND ONGOING TASKS 227
Ongoing Tasks
 Prepare for and prevent terrorist incidents by working with federal, state, and local anti-terrorism programs.
 Maintain a three-minute or less response time to emergency calls.  Answer 95% of 911 calls within 15 seconds and dispatch necessary Police and Fire personnel as appropriate.
 Work with BHUSD and their campus security team to ensure the safety of Beverly Hills school campuses.
 Maintain high visibility at public and private schools during school hours or school events.  Ensure the protection of visiting dignitaries by maintaining regular contact with both the United States Secret Service and the United States Department of State.  Maintain case clearance rates at or above the statewide average.  Conduct quarterly 290 Penal Code Sex Registrant compliance checks.  Perform general community outreach activities and provide information through various social media platforms.
 Process and book cooperative arrestees within 50 minutes of their arrival at the Jail.  Process and maintain Police records in accordance with state and federal law and Departmental policy.
 Ensure the Property and Evidence Unit is continually seeking authorized property dispositions for adjudicated cases.
 Participate in local, regional, and statewide traffic safety programs to promote legislation and technological changes related to traffic control and enforcement.  Strengthen the Department’s ability to respond to and recover from an emergency or disaster by participating in Emergency Management related training, meetings, exercises, workshops, and special events.
 Ensure that the Department maintains 100% Peace Officer Standards Training (POST) compliance for active employees covered by POST requirements each year.  Ensure that 100% of active sworn employees meet the Department's weapons training standards.  Ensure that Police employees’ training hours are properly logged and tracked.  Enforce Citywide parking regulations through effective and efficient Traffic Control Officer deployment.
 Counter permit fraud by conducting specialized enforcement of disabled placards, taxi operations, and on-street valet permits by undertaking quarterly targeted enforcement taskforces.  Comply with the California Vehicle Code by conducting administrative review of contested parking citations.
 Complete personnel investigations within the statutory period.  Secure and administer grant funded programs for Department projects and programs by researching funding opportunities, submitting applications, and administering related awards.  Manage Citywide residential parking permit program.
 Utilize and enhance the current RTWC’s capabilities to proactively identify and prevent crime.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
228
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
DEPARTMENT DIVISIONS AND ONGOING TASKS 229
Fire Department
Divisions
Fire Administration
Description
Fire Administration provides overall planning, control, leadership, and management of all Fire Department activities and staff support for all programs, including the Health and Safety Commission.

Program Goals
 Fire Administration provides professional management and administrative support to all of the operational and service functions and personnel of the Department to ensure that superior service is delivered to the Beverly Hills community by the finest personnel, advanced equipment, and newest technology available.

Community Risk Reduction
Description
Community Risk Reduction (CRR) provides continual improvement of the fire and life safety of the Beverly Hills community through a vigilant inspection program and through the adoption, application, and enforcement of the latest fire, building, and health and safety codes and standards. This also includes public education programs in the schools and community, Stop-the-Bleed, fire investigation, Fire-wise, and wildland-urban interface inspections, to name a few.

Program Goals
 Provide continual improvement of the fire and life safety of the Beverly Hills community through a performance driven inspection program and through the adoption, application, and enforcement of the latest fire, building, and health and safety codes and standards.  Continue to look for ways to achieve code compliance through public education.  Pursue continuing educational opportunities and maintain the most current standards.  Validate current data to reconcile existing inspection workloads.  Continue to evaluate technology to improve code enforcement.

Emergency Response Services
Description
Emergency Response Services (ERS) provides rapid, highly skilled response for the mitigation of all types of emergencies to protect the Beverly Hills community, visitors, and other government agencies from all risks.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
DEPARTMENT DIVISIONS AND ONGOING TASKS 230
Program Goals
 Emergency Response Services is dedicated to providing superior service for all types of nonemergency service calls that may affect the community’s well-being and quality of life.

Emergency Medical Services
Description
Emergency Medical Services (EMS) provides rapid emergency medical response, advanced cardiac life support, and pre-hospital care by highly trained nurse practitioners, paramedics, and Emergency Medical Technicians (EMTs) with medical oversight from physicians and registered nurses.

Program Goals
 To provide rapid emergency medical response, advanced cardiac life support, and pre-hospital care utilizing state-of-the-art equipment.

Fire Community Outreach
Description
Fire Community Outreach programs aid citizens, employees, the business community, and members of the Beverly Hills Unified School District in learning basic emergency skills that will enable them to save lives and protect property. Its diverse programs encompass the following: Public Access Defibrillator, Community Emergency Response Team (CERT), Business Emergency Response Team (BERT), and JUST IN CASE BH (JICBH).

Program Goals
 Enhance the community's ability to deal with emergencies or large-scale disasters by providing training programs, skilled instructors, and the encouragement necessary to train our citizens, employees, business community, and members of the Beverly Hills Unified School District.  Pursue enhanced responsibilities in the Beverly Hills Community Emergency Response Team (CERT) program.

Human Services
Description
Human Services is responsible for providing innovative educational, human, and social services to the City’s underserved, disabled, active, and vulnerable populations including at-risk elderly residents in need of support to help maintain and improve their quality of life. The Division serves to support the social service safety net for the City’s most vulnerable populations and oversees the City’s Homeless Outreach Program.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
DEPARTMENT DIVISIONS AND ONGOING TASKS 231
Program Goals
 Provide resource and referral information on issues such as homelessness, senior services, social services, and panhandling prevention.
 Provide social services safety net to vulnerable or underserved members of the community.  Oversee and monitor the Beverly Hills Outreach Team (BHOT) for homeless outreach.  Provide community outreach through collaboration with local and regional social services such as the Westside Cities Council of Governments Homeless Issues Subcommittee, Beverly Hills Outreach Team (BHOT) program, Beverly Hills Homeless Collaboration, Chronic Homeless Assistance Team (CHAT), and other regional community roundtables.  Convene Homeless Collaboration community roundtables to disseminate Human Services Division program information, minimize duplication of programs/services, and dialogue with community stakeholders.
 Participate in local and regional human services provider network by attending and/or hosting pertinent meetings and the Beverly Hills Homeless Count in conjunction with the Greater Los Angeles Homeless Count.

Emergency Management
Description
Emergency Management, Resilience, and Recovery builds the capacity of individuals, the community, institutions, businesses, and systems within the City to survive, adapt, and grow despite any chronic stresses, acute shocks, or disasters.

Program Goals
Strengthen the ability of all City departments, employees, residents, businesses, and other community stakeholders ability to prepare for, mitigate against, respond to, and recover from an emergency or disaster.
 Coordinate the City’s Homeland Security, Emergency Management, Resilience, and Recovery programs, activities, and training.

Build the City’s overall resilience levels, including enhancing the health and safety of the community.8
symbol indicates a work plan that supports the City’s sustainability initiatives.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
DEPARTMENT DIVISIONS AND ONGOING TASKS 232
Ongoing Tasks
 Further enhance the Department’s Public Education/Outreach social media program.  Continue implementation of the FirstWatch software and assess the need for additional applications for accreditation and operations.
 Monitor the Red Flag No Parking restriction program and update as necessary.  Continue to utilize available resources and future innovations to improve outreach, maintain relevance, provide information, and receive feedback from the community.  Continue the Department’s partnership with LA County Emergency Medical Services Authority (EMSA) in the transition of the Extracorporeal Membrane Oxygenation (ECMO) “Pilot” Project to a “standing” program within LA County.
 Promote and maintain effective communications and relations through liaising with the Los Angeles Area Fire Chiefs Association (LAAFCA), Los Angeles County EMS Agency, City departments, mutual-aid partners, other agencies, and citizen groups.  Continue to strengthen the Department’s ability to respond to and recover from an emergency or disaster by participating in Emergency Management-related training, meetings, exercises, workshops, and special events.
 Provide rapid response to hazards of all scope and scale through progressive, ongoing departmental training. This training includes fire suppression, physical rescue, Urban Search and Rescue (USAR), all hazard mitigation, and incidents involving Chemical, Biological, Radiological, Nuclear, and Explosive (CBRNE) agents.
 Continue to train all personnel in Tactical Emergency Medical Services (TEMS) and Force Protection, with the Beverly Hills Police Department, to better provide a more effective response to active shooter incidents.
 Maintain collaboration with the Administrative Regulations (AR) Committee, in updating the City's administrative regulations.
 Continue to conduct and make peer-based behavioral health and wellness resilience available through the Critical Incident Stress Management (CISM) Program for all personnel.  Continue to track and maintain progress with the evolution of the Drone Program.  Conduct monthly emergency management training, drills, and exercises.  Continue partnership with the Mobile Stroke Unit (MSU) and the UCLA Health System.  Assess light duty vehicle efficiency in relation to current operations.  Develop and implement refreshers, including virtual, for the Community Emergency Response Team (CERT); Business Emergency Response Team (BERT); Disaster Emergency Response Team (DERT); Employee Emergency Response Team (EERT); Stop the Bleed; and Beverly Hills-CPR.  Continue to streamline, integrate, and update all Department manuals via the Lexipol Database.  Continue development and evaluation of the Department’s Health and Wellness Program.  Attend Metro-related meetings, develop pre-plans, and conduct training to mitigate potential risks and hazards associated with Metro Project.
 Meet all requirements necessary to maintain international accreditation, including timely completion of the Annual Compliance Report.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
DEPARTMENT DIVISIONS AND ONGOING TASKS 233
Continue fire modeling to refine and direct efforts of fuel management within the Very High Fire Hazard Severity Zone (VHFHSZ) by evaluating and removing hazardous vegetation along the evacuation routes.
 Plan, coordinate, and host the annual 9/11 Commemoration Ceremony.  Continue with the implementation of JUST IN CASE BH.
 Maintain effective facilitation of the Health and Safety Commission.  Continue to establish a written Continuity of Operations Plan (COOP) in the event of a loss of Fire Department equipment and/or facilities.
 Enhance the Department’s training division to provide ample opportunities for career development, operational readiness, and increased safety for all personnel.  Pursue a comprehensive annual medical exam that meets the standards for firefighting.  Continue collaboration with the Information Technology Department and Fleet Services in the implementation of the camera recording system and upgrading Opticom devices with GPS technology on emergency apparatus.
 Enhance the Department’s physical resources to better serve the City of Beverly Hills.  Continue striving to modernize Department technology to make it more effective and efficient in the field, to better serve our community.
 Survey possible funding partnerships with local healthcare facilities as well as accreditation and enrollment with Centers for Medicare and Medicaid Services (CMS) for the Nurse Practitioner Program.
 Continue to assess the social service needs of the Beverly Hills community in collaboration with other City departments and agencies (e.g. Special Needs Registry, Disaster Preparedness, and homeless outreach).
 Develop a system to track and enforce codes related to medical gas in multi-unit occupancies. 9 symbol indicates an ongoing task that supports the City’s sustainability initiatives.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
234
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
DEPARTMENT DIVISIONS AND ONGOING TASKS 235
Community Development
Divisions
Administration
Description
The Administration Division provides administrative support for the Community Development Department and three commissions. The Division’s responsibilities include preparing and administering the Department budget, managing revenue and billing, administering contracts, managing records, maintaining the Department’s website and online services, and providing logistical support for Department functions. The Division is also the Department’s primary liaison to three City commissions and their subcommittees, and manages all commission meetings, including preparing meeting agendas and minutes and assembling agenda packets.

Program Goals
 Support the operations of the Community Development Department and its three City commissions in an efficient manner.
 Implement best practices and technology solutions to streamline operations, maximize efficiency, and enhance customer service.

Planning
Description
The Planning Division is comprised of three sections: Current Planning, Long Range Planning, and Major Projects.

The Current Planning section reviews proposed development projects to ensure compliance with the Zoning Ordinance and other regulations, and evaluates environmental impacts pursuant to the California Environmental Quality Act. Current Planning works with the Planning Commission, which reviews various types of development applications, and also works with the Architectural and Design Review Commission, which reviews the design of buildings and signs. Current Planning also manages the historic preservation program and works with the Cultural Heritage Commission, which makes recommendations to the City Council regarding historic landmark designations and other preservation issues.

The Long Range Planning section conducts studies on land use issues and prepares updates to the Zoning Ordinance and General Plan. Long Range Planning also works with the Planning Commission, which is charged with making recommendations to the City Council for all Zoning Ordinance and General Plan amendments.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
DEPARTMENT DIVISIONS AND ONGOING TASKS 236
The Major Projects section is dedicated to working on large and complex private development projects.

This multidisciplinary team manages all aspects of the projects from start to finish including public outreach, application processing, environmental review, public hearings, building plan review, building permits, and inspections.

Program Goals
 Maintain, update, and implement the General Plan and Zoning Ordinance to maintain the community’s character and enhance quality of life.
 Process development applications in an efficient and timely manner consistent with the General Plan, Zoning Ordinance, and state law.
 Communicate and inform the public about planning efforts and projects, and provide timely and accurate responses to public inquiries.

Special Events and Filming
Description
The Special Events and Filming Division reviews all requests for filming, photography, and special events in Beverly Hills, including those on public and private property. The Division issues permits and imposes requirements to ensure that filming activities and special events are planned and conducted in a safe manner that minimizes impacts and inconvenience to the community.

Program Goals
 Provide guidance and assistance to permit applicants and oversight to ensure that filming, photography, and special events are successful while disruptions and impacts to the community are minimized.
 Process film, photo, and special event permit applications in an efficient and timely manner consistent with the Municipal Code and in a manner that balances providing superior customer service with minimizing community impacts.
 Periodically review and update regulations, policies, and procedures to ensure that Beverly Hills remains an attractive world-class destination for filming, photography, and special events.

Building and Safety
Description
The Building and Safety Division provides all building and safety services for the City including reviewing building plans for compliance with the Building Code and other codes, issuing building permits, and performing inspections. Building and Safety ensures that buildings are constructed in a safe manner while minimizing the impact to the surrounding neighborhood. Building and Safety also administers various programs to enhance the safety of the built environment including the seismic retrofit program, seismic fault investigation program, and Trousdale Estates construction and hauling programs.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
DEPARTMENT DIVISIONS AND ONGOING TASKS 237
Program Goals
 Maintain a safe and high-quality built environment by ensuring that buildings are constructed to the highest standards, consistent with all codes and policies.  Provide guidance and oversight of construction projects to ensure that work is completed in a safe, timely, and efficient manner while minimizing impacts to neighboring properties, residents, and businesses.
 Provide timely and accurate responses to public inquiries and provide superior customer service in the Permit Center, via telephone, and electronically.

Code Enforcement
Description
The Code Enforcement Division protects and enhances the quality of life in Beverly Hills through enforcement of the Municipal Code and the abatement of public nuisances. Code Enforcement works closely with property owners to resolve issues such as property maintenance, construction impacts, noise complaints, and other nuisance issues. The Division also manages the City’s animal control services and the mediation program, which provides mediation services at no cost to Beverly Hills residents to resolve neighbor disputes.

Program Goals
 Protect the health, safety, and general welfare of the community through fair and consistent enforcement of the Municipal Code and other laws.
 Maintain a high quality of life by resolving code enforcement issues in a timely and efficient manner.
 Provide guidance, education, and assistance to the public to facilitate abatement of code violations and nuisance.

Rent Stabilization
Description
The Rent Stabilization Division enforces the City’s Rent Stabilization Ordinance (RSO) and maintains the annual rental unit registration program. The Division works with multifamily property owners and tenants to resolve issues related to rent increases, evictions, habitability, relocation, and construction. The Division regularly conducts outreach and training to educate landlords and tenants about their rights and responsibilities under the RSO and other laws, and administers the City’s mediation program to resolve landlord-tenant disputes.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
DEPARTMENT DIVISIONS AND ONGOING TASKS 238
Program Goals
 Promote the stability of the rental community and the maintenance of high-quality rental housing stock through administration and enforcement of the Rent Stabilization Ordinance.  Conduct outreach, education, and mediation to inform landlords and tenants of their rights and responsibilities and to resolve landlord-tenant disputes.  Maintain a high quality of life for renters by resolving habitability concerns and monitoring construction activity.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
DEPARTMENT DIVISIONS AND ONGOING TASKS 239
Ongoing Tasks
 Provide programs and services in a timely, efficient, and professional manner consistent with expectations set forth by the City.
 Continuously evaluate and enhance business processes and implement technology solutions to streamline operations, enhance customer service, and improve communication with the public.  Review and process project entitlements and permits in a timely and efficient manner, in compliance with all applicable laws, and in a manner that balances the need for public participation and input with applicant rights and due process including applications and projects requiring review by the City Council, Planning Commission, Architectural and Design Review Commission, plan review, permit issuance, and inspections.
 Communicate and inform the public and actively seek public input about planning efforts, development projects, and services provided.
 Provide superior customer service at the Permit Center via telephone and electronically. Provide timely and accurate responses to public inquiries and requests for public records. Assist the public in understanding processes and procedures and finding requested information.  Provide plan review, permitting, and inspection services for seismic retrofit of soft-story buildings until full compliance is achieved.
 Provide organizational support to other City departments, local and regional government agencies, and local organizations; review, monitor and, as appropriate, comment on regional development projects.
 Review and approve permits for special events in a manner that ensures event success and minimizes community impacts.
 Review and coordinate the logistics for a City-sponsored and private events.  Review and issue permits for filming and still photography.  Review and issue permits for hotel parking meters.
 Manage permits and logistics for City-owned venue rentals such as the Municipal Gallery and Boat Court.
 Manage the City’s street pole banners program.
 Facilitate effective meetings for the three City commissions (Planning, Architectural and Design Review, and Cultural Heritage) by preparing and coordinating commission meeting materials, dates and activities, and preparing meeting agendas, packets, and minutes.  Engage the community through regular attendance at residential and business events.  Protect the public health, safety, and welfare and maintain a high quality of life by promptly responding to code violation complaints relating to property maintenance, unpermitted construction, issued building permits, business tax registrations, and zoning and animal control, including providing afterhours and weekend coverage.
 Conduct community outreach to educate residents and business owners on the programs and services provided by Code Enforcement.
 Provide a high level of animal shelter and care services in partnership with the City of Los Angeles.  Administer the annual rental unit registration program with the goal of registering all rental units subject to the scope of the ordinance.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
DEPARTMENT DIVISIONS AND ONGOING TASKS 240
 Collaborate with other City departments and programs as needed to continue monitoring and implementing the Rent Stabilization Ordinance.
 Process all rental unit registration updates filed throughout the year, including re-rentals, changes in ownership, and changes in contact information.
 Promptly and accurately respond to all tenant and landlord inquiries and provide public education regarding the provisions of the Rent Stabilization Ordinance, and landlord-tenant rights and responsibilities.
 Investigate complaints regarding rent increases, habitability, no cause evictions, relocation fees, registration, just cause evictions, violation of lease terms, and reduction in services, means and method plans, and construction. Provide mediation services to resolve landlord-tenant disputes.  Administer the City’s deed-restricted affordable housing units, including placement of tenants and annual review of tenant qualifications for ongoing participation in the program.  Process historic landmark designations and Golden Shields.  Implement required Housing Element policies included in the General Plan.  Facilitate all aspects of major projects to ensure efficiency and a high level of customer service.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
DEPARTMENT DIVISIONS AND ONGOING TASKS 241
Information Technology
Divisions
Information Technology
Description
The Information Technology (IT) Division sets the standard of excellence for municipal governments by seeking state-of-the-art information services to improve the quality of the City’s organizational processes, and to enhance information services to the Beverly Hills community. The IT Division is comprised of five functional areas. (1) IT Administration - accountable for the vision, management, oversight, and delivery of IT solutions; (2) IT Client Support - provides ongoing service and support related to all front-end hardware, software, and related computing equipment for Citywide users. This includes first-line telephone support, in-person technical support at user department sites, and tracking and reporting of all user requests; (3) Data Center - maintains and enhances the City’s core computing infrastructure which includes all server and storage hardware, software and equipment, and all public safety systems and mission-critical applications; (4) Network and Communications - provides comprehensive infrastructure and services in support of all City departments, programs, and activities. This includes telecommunications, wireless communications, radio communications, Local Area Network (LAN) services, Wide Area Network (WAN) services, Municipal Area Network (MAN) services, and internet communications services. This program also includes key security initiatives to ensure the integrity and safety of Citywide data and communications; (5) Software Solutions - dedicated to producing products and services that increase performance, efficiency, and customer service capabilities of the organization. This program focuses on software development for department users and involves research, development, and implementation of software solutions for Citywide initiatives including internal business processes, business intelligence, eGov initiatives, Geographic Information Systems (GIS), Computer-Aided Design (CAD), Asset Management, and supporting the City's Community Video Security efforts.

Program Goals
 To facilitate Citywide and intergovernmental knowledge sharing and to ensure access to reliable, innovative, and cost-effective technologies that will result in satisfied clients by providing comprehensive Citywide information services and strategic professional services.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
DEPARTMENT DIVISIONS AND ONGOING TASKS 242
Video Services
Description
The Video Services division provides Citywide multimedia services and is home to Beverly Hills Television (BHTV), producing award-winning local programming that informs and educates the public. BHTV programs offer insight into City services, events, and current issues with a consistent commitment to community involvement and lifelong learning. Multimedia Production provides electronic media production services for City Council meetings, commission meetings, and public information / educational campaigns including scheduling and playback of programming on the City's Cable TV channels and the City's website. Cable TV Administration effectively monitors video service provider compliance with state laws including consumer mediation and technical coordination for government and educational channels.

Program Goals
 To facilitate increased public awareness and education about City programs and services by ensuring accessibility and producing multimedia programs.

Graphics/Reprographics
Description
The Graphics/Reprographics Division provides professional quality print and graphic arts services for Citywide initiatives, and consists of three functional areas including Administration, Graphic Arts, and Document Production and Distribution. Administration implements graphic arts and document management initiatives, and administers systems and solutions to support the City’s document and signage needs. Graphic Arts produces art designs, layouts, and signage to support the City’s marketing and information campaigns. Document Production and Distribution produces and distributes printed materials including agenda packets, marketing materials, and billings, and houses centralized metered postage services for City mailings.

Program Goals
 To provide professional quality in-house print and graphics support by printing high volume collateral projects and designing graphic arts in support of a variety of City programs and services.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
DEPARTMENT DIVISIONS AND ONGOING TASKS 243
Ongoing Tasks
 Provide quality customer service by responding to all video service provider complaints by the next business day and maintaining a 100% resolution rate.
 Ensure access to on-demand and live programming by preparing, publishing, and automating television programming for the City’s Cable TV channels and website on a daily basis.  Provide quality multimedia services by recording and airing live City Council meetings for replay by the next business day.
 Provide quality multimedia services by recording and airing City commission meetings.  Support Citywide initiatives by fulfilling requests to record City programs and activities for internal initiatives and historical documentation by the requested and approved deadlines.  Maintain budget and procurement best practices by ensuring budgetary controls and monitoring ongoing expenditures to ensure a balanced budget.
 Provide strategic vision for the delivery of effective information systems by meeting with client departments regularly and by providing IT consulting and project management services for development and implementation of new projects by the agreed upon deadlines.  Respond to all customer service requests according to the established service level agreement and maintain a 100% resolution rate.
 Ensure the functionality, availability, and data integrity of both internal and public-facing applications including public safety systems, financial systems, enterprise GIS, the website, etc.  Ensure utility and supportability of Citywide information systems by replacing aging systems according to the established replacement schedules and by performing regularly scheduled maintenance activities.
 Continue to support wireless and telecommunications technologies by ensuring ongoing functionality, replacement of batteries, replacement parts, and related technical support.  Provide ongoing end-user training for desktop and mobile computing systems, telephones and voicemail system, website navigation and management, and other technology provided to endusers.  Facilitate successful staff relocations by ensuring all front-end computing and telecommunications tools are moved, connected, and readily accessible.
 Strengthen the Department’s ability to respond to and recover from an emergency or disaster by participating in Emergency Management related training, meetings, exercises, workshops, and special events.
 Continue to provide custom spatial analysis reports, mapping, data, and GIS consulting services to City staff and external stakeholders (partner agencies, contractors, community groups, etc.), including coordinating, soliciting, and suggesting new GIS-based ways of doing business to improve productivity.
 Continue to manage and administer all procurement-related activities including gathering and processing quotations, bid management and administration, contract management and administration, invoice review, reconciliation and payment, and maintaining communications with vendors to resolve any procurement-related issues as they arise.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
DEPARTMENT DIVISIONS AND ONGOING TASKS 244
 Maintain Departmental inventories including computers, radios, iPads, aircards, printers, etc. and continue to update the Department’s replacement schedule to ensure the timely replacement of end-of-life systems, hardware, software, and equipment.  Provide professional graphic arts services by fulfilling Citywide graphic arts design requests by approved deadlines.
 Provide professional print services by fulfilling Citywide requests by approved deadlines.  Provide quality customer service by packaging, finishing, and delivering City Council and City commission agenda packets by the legally required deadlines.  Provide quality customer service by packaging and processing requested City mailings and billings by requested deadlines.
 Continue digitizing City documents. Push all public documents onto the City’s Open Government portal.
 Produce original programming in support of Citywide initiatives including development of new programs for Metro outreach, Mayoral initiatives, public safety, and resident engagement.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
DEPARTMENT DIVISIONS AND ONGOING TASKS 245
Public Works
Divisions
PW Administration
Description
Public Works (PW) Administration helps implement City Council policy by providing operational support to all divisions in the Department. Administrative personnel provide analytical, clerical, records management, contract administration, accounting, staff training and development coordination, and Department communications and outreach. Administrative personnel support the Public Works Commission, Traffic and Parking Commission, and various subcommittees. PW Administration also manages the Department’s asset management, budget development, human resources functions, emergency preparedness, and business continuity efforts.

Program Goals
 Support the Department’s mission by providing efficient and effective management throughout the Public Works divisions.
 Ensure the Department operates in compliance with all local, state, and federal rules, laws, and regulations.
 Demonstrate fiscal stewardship through budget controls, leveraging grant opportunities, and business process improvement initiatives.
 Support the City's emergency preparedness efforts through departmental planning, testing, evaluating, and training on emergency procedures and protocols.  Oversee the Department's asset management system to optimize maintenance operations for enhanced service delivery.
 Manage a departmental training and education program that furthers workforce development and promotes safety.
 Coordinate public outreach and communication efforts to better inform the public on various Department programs and projects impacting the community.  Monitor relevant legislation and coordinate with the Policy and Management Department, as necessary, to ensure the City’s interests are represented and protected.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
DEPARTMENT DIVISIONS AND ONGOING TASKS 246
Solid Waste
Description
The Solid Waste program includes Solid Waste Residential, Solid Waste Commercial, Solid Waste Conservation, and Alley Maintenance. The Solid Waste Residential and Commercial subprograms are responsible for the collection of all the waste streams in the City and compliance with AB 939 to recycle 50% of all municipal waste collected, AB 341 and AB 1826, which require multi-family and commercial recycling including organic waste, and SB 1383, an organics recycling law.

The Solid Waste Residential subprogram is in charge of the collection of organic waste and mixed waste from single-family, duplex, and the majority of multiple-family residences.

The Solid Waste Commercial subprogram manages the collection of mixed waste and organic waste from all commercial businesses, and some multi-family residential and municipal facilities including schools.

The City provides the services by contracting with Athens Services to collect and process all of the refuse at a material recovery facility.

The Solid Waste Conservation subprogram produces community outreach and education to encourage diversion of solid waste from the landfills.

The Alley Maintenance subprogram is responsible for residential alleys, by managing the maintenance of alley tree-trimmings, alley sweeping, removal of bulky items on a scheduled basis, and ensuring every alley is cleared twice a month (next-day service is available upon request).

Any net revenue after operating and maintenance expenses are applied to capital programming and/or replenishing fund reserves. Reserves equivalent to 50% of annual operating expenses are saved in order for the operations to continue functioning in case of an emergency when cash flows could be impaired. In addition, reserves greater than 50% of annual operating expenses are utilized to stabilize rate increases or to pay for non-financed capital improvements. A cost of service study is typically conducted every five years to ensure that sufficient revenue is generated to support the program’s ongoing operations. A new cost of service study began in FY 2024-25 and will be completed by FY 2025-26, with the outcomes of this study establishing the rate structure for the period from FY2026-27 to FY 2030-31.

Program Goals
 Ensure optimum levels of cleanliness while safeguarding public health by removing solid waste from single-family, duplex, and multi-family residences weekly and providing a fee-based service for collecting and removing of solid waste from residential and commercial properties.

Expand broader community awareness of collection and recycling programs by conducting outreach and education.10
symbol indicates a work plan that supports the City’s sustainability initiatives.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
DEPARTMENT DIVISIONS AND ONGOING TASKS 247
 Ensure optimum levels of alley cleanliness while safeguarding public health through an alley tree trimming maintenance schedule, graffiti abatement, debris, brush, and bulky item removal.

Expand the organic waste collection and food recovery program and reduce single-use plastics and Styrofoam from the waste stream.

Wastewater Disposal Services
Description
The Wastewater Disposal Services program includes the Wastewater Maintenance and Repair and Wastewater Treatment sub-programs. The Wastewater Maintenance and Repair subprogram is responsible for the following core functions: maintenance of the wastewater conveyance system (sanitary sewer system) which includes, but is not limited to, inspection, cleaning, and repair; wastewater blockage, which responds to calls from residents or businesses to address possible City mainline sewer stoppages that pose property and health risks of back-ups on customer property; and wastewater conservation which conducts community outreach and produces educational materials for proper maintenance of private sewer lateral and proper disposal of liquid waste associated with hazardous household items, grease, and other liquids or solids that deteriorate the sanitary sewer collection system and treatment process.

The Wastewater Treatment subprogram manages and monitors the City’s contractual obligations to the City and County of Los Angeles. The City contracts with the City of Los Angeles to treat wastewater at the Hyperion Treatment Plant and maintains a contract with the County of Los Angeles to administer the industrial waste pre-treatment program, in which the City of Los Angeles is the responsible party.

Program Goals
 Protect both health and property while reducing the City’s liability by responding in a timely and effective manner to any reports of sewer backups resulting in a sanitary sewer overflow (SSO), maintaining the wastewater system by cleaning, repairing, and upgrading the wastewater infrastructure, promoting maintenance of private sewer laterals and ensuring compliance with federal and state regulations for sewer systems.
 Protect water resources by conducting closed-circuit television (CCTV) inspection and repairs of the sewer system. CCTV inspection examines the sewer system for leaks and infiltration, and prompts the repair of sewer main to prevent leaks and contaminating water resources.  Promote best management practices in industrial waste discharges through continuing education of City staff and the community.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
DEPARTMENT DIVISIONS AND ONGOING TASKS 248
Stormwater
Description
The Stormwater Utility program includes the Stormwater Operations and Street Sweeping subprograms.

The Stormwater Operations subprogram includes Stormwater Inspection, which is responsible for enforcement of the National Pollutant Discharge Elimination System (NPDES) permit requirements. This subprogram also implements the Municipal Separate Storm Sewer System (MS4) permit required by the State Water Resources Control Board, which includes implementing programs that manage urban runoff and clean the storm drain system; Stormwater Maintenance, which is a seven-day operation that cleans and collects trash and debris from the sidewalks and public rights-of-way, addresses graffiti and pressure washes the sidewalks in the business districts on a weekly basis, and monitors and cleans the catch basins that are the entry points to storm drains; and Stormwater Conservation, which educates the community on best management practices to prevent disposal of contaminants into the storm drain system and the proper disposal of swimming pool and spa water, liquid waste associated with landscape construction, gardening and pest control. The program provides public education by participating in many City events year-round.

The Street Sweeping subprogram cleans residential streets weekly and commercial streets six days a week to prevent pollutants from entering the storm drain system.

Program Goals
 Prevent pollutants from entering the storm drain system by adhering to federal and state guidelines through completion of annual facility inspections and through community outreach opportunities.

Build multi-benefit local and regional stormwater infrastructure projects to capture and re-use stormwater and improve the health of Santa Monica Bay.
 Represent the City in the Central Santa Monica Bay (CSMB) Watershed Area Steering Committee.

The Committee provides recommendations to fund projects using Safe Clean Water funds.  Complete daily, weekly, quarterly, and annual maintenance activities.

Raise awareness about stormwater quality by educating the community through best management practices to prevent disposal of pollutants to the storm drain systems. The program also educates the community on projects related to stormwater that demonstrate the City's environmental awareness and preservation.
 Clean, on a weekly basis, residential and commercial streets to prevent pollutants from entering the storm drain system.

Reduce the volume of polluted urban runoff reaching Santa Monica Bay by implementing Low Impact Development in private development projects and public infrastructure projects.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
DEPARTMENT DIVISIONS AND ONGOING TASKS 249
Sustainability and Resiliency
Description
The Sustainability and Resiliency program will lead the City’s efforts to achieve carbon emission neutrality by 2045, integrate resiliency best practices in the City’s CIP program, and establish a climate action and resiliency educational program.

The Sustainability and Resiliency program will be integrated Citywide through policy, infrastructure improvement, and community engagement. It will be supporting sustainability aspects of Community Development, Fleet, Parking (EV Charging Stations), Solid Waste, Stormwater, Streets, Transportation, Urban Forest, Wastewater, and Water programs.

Program Goals
Monitor the City’s greenhouse gas (GHG) emissions levels and aim to achieve carbon neutrality by 2045.

Implement programs and policies to reduce GHG emissions from transportation, building energy, solid waste, organic recycling, and water resources sectors.

Implement a climate action and resiliency educational program that would increase community participation in reducing greenhouse gas emissions and strengthen preparedness for extreme weather conditions.

Provide technical and incentive support to residents and businesses that implement energy resiliency and efficiency upgrades.

Evaluate and implement innovative practices and technologies that would help achieve carbon neutrality by 2045.

Represent the City in regional, state, and federal sustainability forums and organizations.

Support other programs by monitoring and applying for federal, state, and local grant funding opportunities.

Street Services

Description
The Street Services program is divided into three main groups: Street Maintenance, Signals and Lighting, and Urban Forestry, each with specific responsibilities to maintain and enhance the City’s infrastructure and environmental sustainability.

Street Maintenance is tasked with preventative maintenance, repairs, and emergency responses for street infrastructure. This includes 107 miles of streets, 189 miles of sidewalks, curbs, and gutters, 45 miles of alleys, approximately 19,000 regulatory, parking, and street name signs; over 300,000 linear feet of roadline markings, approximately 2,200 linear feet road markings/legends, over 30,000 linear feet of bike lane; over seven longitudinal markings of red, yellow, green, and white curb painting; 64 bicycle facilities; and 53 locations equipped with traffic control devices.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
DEPARTMENT DIVISIONS AND ONGOING TASKS 250
Signals and Lighting oversees the operation and maintenance of the City’s traffic control system and municipal area communications/fiber network. This encompasses 105 controlled intersections and supporting infrastructure, over 5,500 streetlights, more than 1,600 electrical outlets in the public right-ofway for decorative lighting; over 2,000 community CCTV and license plate reader cameras; and 30 intersections with traffic video detection cameras.

Urban Forestry is dedicated to the care of approximately 25,000 City trees located along streets, parks, and at City-owned facilities. This group also manages the removal and replacement of declining or inappropriate trees as outlined in the Street Tree Master Plan phases. Urban Forestry is instrumental in supporting the City's Environmental Sustainability Plan through the implementation of the City’s Urban Forest Management Plan (UFMP), a long-term planning document that will provide the framework to progress the City towards a sustainable urban forest resilient to climate change.

Program Goals
 Provide safe and efficient travel for the public by providing preventive maintenance and timely response to routine street and sidewalk maintenance requests. Additionally, this program aims to ensure the safe and efficient flow of motor vehicle, pedestrian, and bicycle traffic by installing, maintaining, and repairing road markings, lines, and regulatory signs.  Maintain continuous operational functionality and public safety by providing preventative maintenance and timely emergency repairs to lighting, signal control, and communication systems.  Conduct public outreach and education to maintain community support for the program’s operations.
 Protect and grow the public investment in street trees, preserve the health and aesthetic quality of these trees, and enhance the overall tree canopy.

Facilities Services
Description
The Facilities Services Bureau includes Facilities Maintenance, Meeting Support, and Event Support programs. Facilities Services is responsible for maintenance and repair functions to approximately 65 City facilities encompassing approximately 3,200,000 square feet. The Bureau manages custodial, building systems and engineering, and elevator maintenance contracts that also encompass tenant maintenance and repair for leased spaces. Meeting support services to all departments, small construction projects, and support to the Project Administration Division are also included.

Program Goals
 Maintain clean, safe, and operational City facilities through preventative and reactive maintenance programs to help protect employees, tenants, and the public, while preserving the City’s physical assets and providing functional and attractive spaces.
 Respond to City departmental requests for service in an ongoing effort to support efficient operations and provide excellent customer service.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
DEPARTMENT DIVISIONS AND ONGOING TASKS 251
 Utilize current and new technologies and best management practices to make cost-effective improvements that enhance the built environment experience for employees, tenants, and the public.
 Manage a facilities condition assessment program in order to project, schedule, and identify funding for future capital improvement or replacement expenditures.

Water Supply and Distribution
Description
The Water Supply and Distribution program includes groundwater production and treatment, water distribution system maintenance and repair, water quality, water services and installations, water conservation, and fire suppression. The Groundwater subprogram operates seven groundwater wells and one water reverse osmosis treatment plant, while adhering to federal and state regulations in order to provide potable water to the community. In April 2022, the City's Foothill Water Treatment Plant began operation after extensive rehabilitation. In February 2023, the City commissioned a new well called La Cienega Well 1 and reactivated Hollywood Well 6 to active status with the Division of Drinking Water.

Additionally, the City continues to actively search for well site properties for future wells. In 2024, the City began construction of two new drinking water wells near La Cienega Park (La Cienega Well 2 and 3). These wells are projected to be operational and permitted in 2026. Metropolitan Water District will continue to be the main source of water supply for the City.

The Maintenance and Repair subprogram maintains, operates, and repairs the distribution system that includes 171 miles of water mains, ten reservoirs, seven water wells, valves, and other associated appurtenances. The City has approximately 11,000 service connections in Beverly Hills and portions of West Hollywood.

The Water Quality subprogram ensures that drinking water complies with all federal and state regulatory standards. At minimum, this includes 1,004 routine weekly samples throughout the distribution system, groundwater wells, imported water sources, water treatment plant, wastewater, and reservoirs. In addition to controlling water movement and rigorous water quality monitoring requirements, the program submits routine monthly, quarterly, and annual water quality reports to the Water Resources Control Board’s Division of Drinking Water, Division of Water Rights, and the Environmental Protection Agency regulators. The key responsibilities of the program include staying abreast of new laws impacting water quality, implementing new regulatory monitoring requirements and frequencies, and managing all accredited laboratory analysis and methods. The program focuses on reviewing analytical data for triggered and enhanced monitoring, contingency plan development, and overseeing industrial waste permits/amendments, drinking water permits/amendments, and groundwater permits. Additionally, it includes identifying potential water quality problems, responding to water quality concerns and complaints from customers, and preparing various reports such as the Annual Consumer Confidence Report (Water Quality Report), Annual State Drinking Water Systems Report, Industrial Waste Reports, Groundwater Extraction Reports, and the Public Health Goals Report. This comprehensive function ensures that water quality remains in full compliance with evolving regulatory requirements while safeguarding public health.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
DEPARTMENT DIVISIONS AND ONGOING TASKS 252
The Water Conservation program provides information and education on water efficiency and alternative water sources (i.e. shallow groundwater and greywater system) and conservation through public outreach consisting of social media, educational materials, and on-site audits. In addition, the City’s smart water meters help all customers use water wisely with hourly data and water waste alerts. The City is in the process of upgrading its Advanced Metering Infrastructure (AMI) hardware/software systems to capitalize on newer meter reading technologies. The City is upgrading its Water Conservation software portal and interface to WaterSmart. Additionally, the City continues to monitor and comply with changing conservation water-use objectives and regulations.

The Fire Suppression subprogram checks the flows of approximately 1,372 fire hydrants, coordinates with the Fire Department for maintenance and repair of fire hydrants, and provides at least the minimum water pressure for fire protection 100% of the time. The subprogram supports the Fire Department’s Class 1 ISO status.

Program Goals
Promote water-use efficiency by conducting public outreach, implementing programs, and promoting efforts to ensure compliance with the State mandated conservation targets.

Promote shallow groundwater, greywater, and rainwater capture sources to offset potable water demand.

Manage the groundwater wells and the reverse osmosis treatment provided at the City’s Foothill Water Treatment Plant to supplement the City’s water supply while adhering to federal and state regulations. Continue to invest resources in search of additional groundwater supply and additional well sites, primarily in the La Brea subarea.
 Provide reliable high-quality water by performing maintenance and repairs on water infrastructure that supply customers in Beverly Hills and portions of West Hollywood.  Provide fire protection 100% of the time by performing maintenance and repair of fire hydrants, providing appropriate water pressure for fire protection, and coordinating resources with the Fire Department in the event of an emergency.
 Enhance meter reading infrastructure and monitor water consumption for utility billing and perform quality control tasks to maintain billing accuracy.  Obtain laboratory accreditation for the City's existing laboratory with the State Water Resources Control Board to conduct certified water quality analysis for reliable test results and faster turnaround times.
 Implement the Cabrillo pump station and forebay project to enhance and increase emergency pumping capacity and redundancy.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
DEPARTMENT DIVISIONS AND ONGOING TASKS 253
Park Operations
Description
Park Operations maintains a variety of City assets (landscaping, lawns, athletic fields, etc.) at numerous locations totaling 101.5 acres throughout the City. The City maintains three active recreational parks (Coldwater Canyon Park, La Cienega Park, and Roxbury Park) and five passive recreational parks (Beverly Gardens Park, Beverly Cañon Gardens, Greystone Mansion, Dog Park, and Will Rogers Park). This group also maintains two active recreational mini parks (Arnaz and Reeves), five passive recreational mini parks (Crescent, Hamel, Maltz, Oakhurst, and Rexford Rest) and landscaping for several non-park City properties (Business Triangle, City Hall, City Yards, Cultural Center, eight reservoir locations, and medians). Specific work includes maintaining irrigation equipment, manual and automatic watering, planting seasonal flowers, weed control, fertilizing, seeding, turf grass maintenance, ongoing plant care, trash receptacle service, amenity care, and weed abatement for fire suppression. There is also unique aquatic life in the park water features that is maintained under the direction of this group.

Program Goals
 Maintain aesthetic value of community by providing routine landscape maintenance services on City-owned property.
 Ensure that parks and functional landscaped areas remain safe, attractive, and available for public use.

Transform non-functional turf lawn on City properties into water-efficient landscape.

Provide irrigation and maintain landscaped areas in a fiscally and environmentally friendly manner.
 Design, install, inspect, and maintain all playgrounds in substantial compliance with the current U.S. Consumer Product Safety Commission requirements.

Parking Services
Description
The Parking Services program consists of two groups: Off-Street Parking Operations and Parking Meters Operations.

Off-Street Parking Operations manages and operates nineteen (19) parking structures, consisting of approximately 6,400 parking spaces. The parking structures provide parking options for businesses, residents, employees, and visitors throughout the City. The parking structures are at the following locations:
450 N. Rexford Dr. (Civic Center), 221 N. Crescent Dr., 333 N. Crescent Dr., 9361 Dayton Way, 216 S.

Beverly Dr., 345 N. Beverly Dr., 438 N. Beverly Dr./439 N. Cañon Dr., 9510 Brighton Way/Rodeo Dr, 440 N. Camden Dr., 461 N. Bedford Dr., 321 S. La Cienega Blvd., 240 N. Beverly Dr./241 N. Cañon Dr., 9333 West Third Street, Santa Monica 5 lots, and 450 N. Crescent Dr.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
DEPARTMENT DIVISIONS AND ONGOING TASKS 254
Off-Street Parking Operations also manages the daily parking for the general public (transient), monthly contract parking, attendant-assisted parking, vouchers and validations, valet services, and parking for various private and public special events. There are daily rates, early bird rates, evening flat rates, and monthly parking rates. Parking staff assist customers onsite and via the Parking Operation Center to facilitate entries/exits in parking garages and at parking payment kiosks to serve the parking customer.

Many of the parking structures serve short-term parking needs for surrounding retail, restaurants, parks, City Community Centers, business establishments, and City tenants. Some parking structures serve civic functions such as City Hall, Library, Police Department, and Fire Department. Other parking structures serve month-to-month contract parking for employees within the downtown area and valet service contracts for parking at some parking structures where available. The 450 N. Crescent parking structure also serves guests of The Wallis Annenberg Center for the Performing Arts. The Santa Monica 5 structures are two-story parking decks along the south side of North Santa Monica Blvd. that provide hourly shortterm parking.

Parking Meters Operations is responsible for the maintenance, repair, collection, counting, and processing of revenue for 2,600+ single-space parking meters and ten pay stations located at the Santa Monica 5 parking lots.

Program Goals
 Provide easy, convenient, and accessible parking throughout the City in safe and well-maintained parking facilities.
 Regularly implement evolving technologies (e.g., electric vehicle infrastructure, new Parking Access and Revenue Control System [PARCS] equipment, mobile payment and contactless opportunities, real-time occupancy, license plate recognition [LPR], etc.) that will yield operational efficiencies in parking operations.
 Implement a robust parking outreach program to facilitate communication with customers (e.g. website, signage, apps, etc.) regarding updates to, and new technologies for, parking operations.  Adapt and implement changes to the monthly parking program and increase valet and validation opportunities.
 Implement processes to allow for prepaid parking for the Wallis Annenberg Center for Performing Arts so guests can include parking when purchasing their theatre tickets.  Provide convenient and functional on-street parking meters, convenient and functioning pay stations, and mobile payment options to serve the public and business needs.  Provide regular maintenance and timely repairs to minimize payment device “down-time” from vandalism or malfunctions.
 Continue to provide mobile payment options for on-street parking meters and Santa Monica 5 parking lots, and work to launch mobile payment options for off-street City-owned parking structures, facilitating parking payments by adding mobile payment option in addition to credit card and coins.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
DEPARTMENT DIVISIONS AND ONGOING TASKS 255
Fleet Services
Description
The Fleet Services Bureau consists of Vehicle Maintenance, Automotive Inventory, and Fuel Inventory programs. Fleet Services is responsible for the maintenance and repair of over 455 City-owned automotive, public safety, construction, utility-support, and other emergency equipment, including technology, stationary pumps, generators, and fueling operations. The Bureau also provides central fueling operations using gasoline, renewable diesel, renewable natural gas, and electric power. The specification and procurement services for new vehicles and equipment, and collection of maintenance and replacement charges are also handled by the Fleet Services Bureau.

Program Goals
 Provide high-quality, efficient, and cost-effective maintenance and repair services in order to ensure that field employees have safe and reliable vehicles and equipment at their disposal.  Maintain and repair vehicles in a timely manner to minimize vehicle down time.  Utilize procurement practices that ensure standardized, modern, and efficient vehicles to meet the operational needs of the City.

Comply with federal, state, and local environmental regulations by using best available technologies and alternative clean fuels wherever applicable.

Continue to add zero emission vehicles (e.g. electric vehicles, EVs) to the fleet in support of the City’s Climate Action and Adaptation Plan and in compliance with the State’s Advanced Clean Fleets Rule.
askBH Customer Relations
Description
The City's askBH Customer Relations program provides community members with one point-of-contact to access information and assistance for non-emergency City services and programs. Departments supported include Public Works, Community Development, Community Services, Finance, Fire Administration, and City Clerk, and general Citywide support. AskBH also staffs the Emergency Hotline.

Customer Relations staff serve as the City’s central point of contact for external and internal customers, responding to information and service requests through phone, email, and online. AskBH staff also provide information on important activities and events happening in the City.

Program Goals
 Ensure that residents, businesses, and visitors have easy access to information and services through multiple channels.
 Respond to customer inquiries and provide resolutions in a courteous and timely manner.  Assist the City with distribution of information to residents, businesses, and visitors.  Serve as the point of contact for the City’s commercial solid waste accounts, establish new accounts, update service levels, and respond to any questions and concerns.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
DEPARTMENT DIVISIONS AND ONGOING TASKS 256
 Provide City staff with data to help enhance service delivery and support program implementation and modifications.

Central Stores
Description
The primary responsibility of the Central Stores program is to procure and maintain sufficient quantities of materials and supplies necessary for the Public Works Department to strengthen and maintain the City’s infrastructure. Central Stores personnel also assist with loss prevention efforts through routine inventory assessments and implementation of inventory controls. The Central Stores program includes the following subprograms: Water Inventory, Solid Waste Inventory, Wastewater Inventory, Parks Maintenance Inventory, Facilities Inventory, Street Maintenance Inventory, and Traffic Lights and Signals Inventory.

Program Goals
 Ensure that inventory of equipment parts and supplies are available when needed for use by staff.  Source quality parts and materials using vendors that provide fair pricing and responsive service.  Continue to identify, develop, and implement best management practices for sound inventory management.
 Centralize the management of parts and supplies using a single electronic platform for enhanced efficiency and streamlined processes.

Project Administration
Description
The Project Administration program is responsible for managing design and construction of capital improvement projects (CIPs) for City buildings and parks in the most effective, high quality, economical, and sustainable manner. It provides management and coordination on various components and phases of projects including scoping, planning, design, bidding, and construction on a wide variety of projects including infrastructure improvements, small remodeling of City departments, and large master planning and plan development.

Furthermore, the program serves as a liaison between City departments, contractors, consultants, and various agencies.

Finally, the program also supports the City’s tenant building improvements related to commercial leases, as well as managing design and construction of landlord’s improvements to tenant buildings on an asneeded basis. The program also includes tenant relation coordination services including coordinating activities related to all tenant requests for building maintenance and repair such as heating, ventilation and air conditioning, lighting, plumbing, and janitorial.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
DEPARTMENT DIVISIONS AND ONGOING TASKS 257
Program Goals
 Deliver cost-effective and timely completed projects on the City’s CIPs. Through effective professional management and broad financial oversight, the program strives to accomplish high quality, functional, and cost-effective project delivery in a timely manner.  Provide the highest level of customer service to tenants at the City’s commercial leased properties.

Expedite response time to service requests and provide well-coordinated implementations.

Engineering Services
Description
The Engineering Services Group has three primary functions: Capital Project Management, Inspection Services, and Civil Engineering.

The Capital Project Management functions to manage the design and construction of the City’s public works infrastructure such as streets, sidewalks, streetlights, traffic signals, sewer, water, storm drain, video cameras, fiber optic, Metro-related items, and decoration support systems in the City’s public right-of-way.

The Inspection Services function consists of the review and inspection of Public Works CIPs impacting the public right-of-way as well as the inspection of permits associated with private development (commercial and residential) and utility company installations, repairs, and upgrades.

The Civil Engineering function is to coordinate with the Community Development Department on large development project review and processing of permit applications for the use of the public right-of-way for various activities including utility work and improvements associated with commercial and residential development.

Program Goals
 Deliver high-quality infrastructure CIPs in a timely and efficient manner on behalf of all City departments for the benefit and well-being of the public.  Continue to ensure that work is constructed in accordance with federal, state and local design standards and specifications for the safety of the public and to protect the public infrastructure investment.
 Continue to review work plans submitted by private utility companies and private developers for activities in the public right-of-way to ensure that the City’s infrastructure and services are preserved to a high standard and public inconvenience is minimized.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
DEPARTMENT DIVISIONS AND ONGOING TASKS 258
Transportation
Description
The Transportation program, consisting of Transportation Planning and Traffic Engineering, oversees the provision of safe and efficient multi-modal travel throughout the City. Transportation Planning works with the public to develop the policies and vision for items related to congestion relief, transit accessibility, active transportation, and traffic safety. Traffic Engineering manages the design and installation of projects related to traffic signals and operations, traffic calming, roadway signs and striping, curb and pavement markings, and on-street parking for all City streets. Transportation Planning and Traffic Engineering collaborates with other City departments, including the Police and Fire Departments and the Planning Division of the Community Development Department to address traffic safety and mobility related concerns.

Program Goals
Strive to provide efficient traffic operations to minimize roadway congestion and improve the wellbeing of City residents, visitors, and businesses.

Strive to enhance safe and accessible mobility for people of all ages and abilities, regardless of the mode of transportation, to encourage the long-term health and sustainability of the City, and to improve the well-being of City residents, visitors, and businesses.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
DEPARTMENT DIVISIONS AND ONGOING TASKS 259
Ongoing Tasks
 Ensure all Public Works divisions and programs effectively implement City Council policy, as directed by the City Manager.
 Provide support to the Public Works Commission, the Traffic and Parking Commission, and associated subcommittees regarding various policy matters and transmit recommendations to the City Council for consideration.
 Maintain the Department’s ability to respond to and recover from an emergency or disaster by continuously assessing response capabilities, addressing gaps, developing and testing plans, and participating in Emergency Management related trainings.  Employ project management best practices to ensure quality design and on-time delivery of projects. Assess the effectiveness of project planning and execution within a reasonable timeframe after completion of a project.
 Continue to safeguard residents, businesses, and visitors by effectively planning, designing, building, protecting, and maintaining the integrity of the City’s core infrastructure including streets, storm drains, potable water system, storage, sewer, streetlights, traffic signals, transportation facilities, and fiber optic systems.
 Ensure compliance with federal, state, and local rules, laws, and regulations required to deliver services to the community.
 Provide safe and high-quality drinking water to customers within the City of Beverly Hills and parts of the City of West Hollywood.

Implement the Climate Action and Adaptation Plan.

Implement an energy resilience and efficiency program.

Implement the Stormwater Compliance Master Plan and new MS4 Permit.  Provide street cleaning services to the commercial and residential areas within the City of Beverly Hills.
 Ensure that City streets and sidewalks remain safe.
 Ensure that the City’s traffic signal, streetlight, and CCTV network is maintained and operating correctly in order to provide a safe and efficient flow of vehicular/pedestrian traffic on City streets.  Ensure that the City’s wastewater system continues to operate at optimal levels.  Manage transit and Dial-A-Ride operations.

Implement the Complete Streets Plan.

Implement the resident-initiated Neighborhood Traffic Calming Program.11  Continue to provide traffic safety analysis and interventions.  Continue to conduct traffic-related permit reviews.
 Continue to look for opportunities to develop and expand active transportation for congestion relief Citywide.
 Continue to collect traffic metric data to support traffic engineering and active transportation projects.
 Continue to review traffic impact analyses and transportation access for new development. symbol indicates a work plan that supports the City’s sustainability initiatives.

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 Manage and maintain the City’s facilities while providing tenants with a high level of support.1F Promote environmental stewardship through implementation of various programs including commercial and residential solid waste collection and recycling programs, water conservation initiatives, the Clean Power Alliance program, green infrastructure projects, clean vehicle purchases, and community outreach events like Earth Day.  Maintain the highest level of customer satisfaction by answering customer service calls within a reasonable timeframe, acknowledging customer service and maintenance requests within 48 hours, and providing timely, informative, and courteous responses to all information requests.  Continue to monitor the CIP budget to ensure adequate funding is available for current and future CIPs.
 Manage design and construction activities related to the planning, developing, and implementing of CIPs on City facilities and within the public right-of-way.

Continue to expand energy efficiency and renewable energy programs.

Expand the organic and food waste program.

Operate the Burton Way Green Streets and Water Efficient Landscape.

Continue to implement Solid Waste programs to comply with State-mandated regulations such as AB 1826 (Organic Recycling) and SB1383 (Food Recovery Program).  Continue to support the City’s emergency operations response.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
DEPARTMENT DIVISIONS AND ONGOING TASKS 261
Community Services
Divisions
Arts and Culture
Description
The Arts and Culture Division promotes and nurtures the arts and cultural life in Beverly Hills. This section oversees Greystone Mansion and Gardens, the City’s fine art collection, and community and cultural arts programs and events.

Program Goals
 Serve as a destination for arts and cultural endeavors for all ages by providing diverse and innovative arts and cultural programming, and events for all ages within the Beverly Hills community.
 Provide a variety of high-quality community and cultural events, including the Beverly Hills Art Show (twice per year), Music in the Mansion, Concerts on Cañon, Festival Beverly Hills, performances in the Greystone Theatre, and more.
 Work with the Arts and Culture Commission to increase the visibility and awareness of arts and culture in Beverly Hills.
 Continue working on existing projects and public art installations and the cultivation, care and maintenance of the City’s fine art collection.
 Foster public and private partnerships to provide arts and cultural programming.  Work with the Public Works Department on CIPs at Greystone Mansion and Gardens.  Continue developing outreach, communications, public relations, promotion, and marketing of arts and cultural programming and events in the City.
 Serve as the City’s liaison to the Friends of Greystone.  Administer the transition of the identified cultural service providers formerly receiving funds through the Community Assistance Grant Fund (CAGF), to an as-needed, not to exceed agreement with the City of Beverly Hills to provide cultural services.  Complete fabrication of a new Yayoi Kusama, Hymn of Life: Tulips sculpture out of stainless steel and have artist and/or gallery representative authenticate.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
DEPARTMENT DIVISIONS AND ONGOING TASKS 262
Recreation and Parks
Description
The Recreation and Parks Division supports active lifestyles at any age – fitness, sports and athletics, recreation and leisure services, as well as health and wellness offerings and experiences – for the entire community. The Recreation Division provides critical and essential community services including licensed preschools; after school enrichment for youth, tweens, and teens provided by the City (including the Department’s Adventure Camp program operating on BHUSD school sites); various adult sports leagues, aquatics programs, and contractual classes. Department contractual classes provide fun, educational, enrichment and entertaining instruction at school sites, community centers, and outdoor settings for the entire community. Adult and senior services include nutrition and meal programs, adult and senior health and wellness classes, community special events, and program partnerships with various community organizations and social clubs like the Beverly Hills Active Adult Club and our local youth sports organizations. The Recreation and Parks Division also supports the weekly Farmers’ Market and annual events such as, Holidays at Greystone and Doggy Daze 90210.

Program Goals
 Enhance the program offerings to early education and preschool age children to enrich their lives by fostering a lifelong love for learning and supporting their successful progression into transitional kindergarten.
 Serve as a destination for educational, recreational, and leisure endeavors for all ages.  Provide diverse and innovative recreation, cultural, and enrichment programming and services for the Beverly Hills community.
 Work with the Public Works Department on CIPs at Community Services facilities and parks including park amenities.
 Provide an exceptional Farmers’ Market to the community every Sunday with a variety of quality products and goods.
 Stay current with relevant trends by offering new innovative recreation program offerings for all age groups, from toddlers preparing for preschool through senior adults, including programming for mental and physical health.
 Work with Beverly Hills Active Adult Club to sustain popular beloved community classes and events, as well as provide creative new programming for the Beverly Hills senior community.  Enhance recreational programs that recognize changing demographics by providing evening active adult and senior programming for individuals in the current workforce.  Provide high-quality community recreation events including the Community Services Department Showcase, Parks Make Life Better month in July, Beverly Hills Doggy Daze 90210, and Holidays at Greystone.
 Continue to expand aquatics programing to provide high quality swimming and aquatics instruction and exercise to youth, teens, and adults.
 Begin planning for the renovation/upgrade of Reeves Park.  Operate four preschools, including one at Horace Mann Elementary School and three at Hawthorne.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
DEPARTMENT DIVISIONS AND ONGOING TASKS 263
 Early Education Center – with the support of City Council and BHUSD, expand early childhood education offerings to better serve the community and increase participation in these valuable programs.

Library
Description
The Library’s mission is to provide resources, services, places and spaces to read, connect, relax, and learn.

The Library supports literacy, life-long learning, civic engagement, and cultural awareness. To achieve these goals, the Library provides access to library materials and guidance in finding quality, trusted information, and events for all ages. To support life-long learning, early literacy, school year and summer programs designed to promote a lifetime love of reading, language and the power of education. The Library helps adults and children by offering access to hundreds of thousands of books and digital resources including audiobooks, e-books, music, movies, streaming services, and other materials. Thousands of patrons are reached annually through our outreach activities to schools, homebound patrons, Roxbury Book Nook, and as part of our community center programming and Community Services Citywide special events.

Program Goals
 Promote a life-long love of reading and learning.
 Connect with regional and state partners to enhance resources available to our patrons.  Enhance the literary and cultural life of Beverly Hills residents through the development and provision of programming, collections, and services for all ages.  Streamline processes by implementing cutting-edge technologies.  Provide services to patrons outside of the library setting including the homebound.  Facilitate learning and self-education by providing a relevant selection of materials in various formats and supporting the needs of adult learners through the Library’s literacy program.  Improve the physical environment of the Library by relocating and upgrading key services.

Community Services Administrative Support
Description
Community Services Administrative Support is responsible for the coordination and facilitation of the Community Services Department budget process, accounting functions, financial reporting, and purchasing services. The Division also has oversight of the coordination and implementation of registration and reservations for Community Services Department classes, camps, special events, tennis and pickleball courts, and dog park registration. The Department’s Communications Office is responsible for marketing, both internal and external communications, media relations, and website and social media management.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
DEPARTMENT DIVISIONS AND ONGOING TASKS 264
The City’s Park Rangers also fall within this Division and are responsible for enforcing park and facility rules, regulations, and City municipal codes, including disseminating information and assisting the public in the parks and City facilities. Park Rangers assist with all Community Services events and many private and Citywide events.

Program Goals
 Provide effective and efficient administrative and staff support services for budget, agreements, and accounting functions for the Community Services Department.  Manage the Department’s registration system for all recreation programs, special events, preschool, camps, afterschool care, and other requests as needed.
 Work with the communication team to produce a quarterly brochure of the Department’s recreational offerings.
 Provide a superior level of customer service to external and internal customers.  Provide publicity and marketing for the Department's programs and events through advertisements, banners, and e-newsletters, and continue expanding the use of various social media outlets in that effort.
 Explore new potential revenue sources through grants and/or other sources.  Monitor the Department’s Fund 400 Equipment Replacement, Capital Improvement Projects, and maintain detailed replacement timelines for playground equipment around the City.  Monitor the City’s involvement with Los Angeles County’s Community Development Block Grant.  Manage the City’s Ambassador program which provides assistance to the public visiting the business triangle.
 Work with the City’s Park Ranger team to provide better communication, cohesion, and coordination within the Community Services Department and Citywide support of our City staff team and in service to the residents, visitors, and the greater community in Beverly Hills.  Provide exemplary internal and external customer service for rules and regulations that ensure a safe, fun, and friendly environment and positive patron experiences.  Help to better educate the public and create greater awareness of City park rules for safe use of City and Community Services facilities and programs.
 Expand the newly created Ranger bike program to allow Rangers greater efficiency and effectiveness in their enforcement efforts and build our Ranger team capacity giving access to more park areas while on patrol.
 Explore awards and recognitions for the Department that recognize its commitment to excellence.  Manage the Employee Fitness Center.
 Continue support of Friends of Greystone, and Friends of the Beverly Hills Public Library, and create written Memoranda of Understanding regarding our collaboration.  Create and maintain Memoranda of Understanding with City partners, including AYSO, Beverly Hills Little League, Bridge Club, Bevely Hills Basketball League, and Beverly Hills Lawn Bowling Club.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
DEPARTMENT DIVISIONS AND ONGOING TASKS 265
Ongoing Tasks
 Plan agendas, prepare staff reports, and provide general support for the Arts and Culture, Human Relations, and Recreation and Parks Commissions regarding relevant topics and follow-up on requests from commissioners.
 Participation on the Citywide ADA Committee and work on the ADA Transition and Self Evaluation Plan.
 Collaborate with the Citywide Administrative Regulation team to review and updating all ARs.  Continue to update and enforce facility use policies for City parks, community centers, and the Library.
 Provide oversight to a variety of Capital Improvement Projects for parks, Greystone, and Community Services facilities.
 Meet monthly with the Public Works Department to coordinate and share information regarding facilities, parks, projects, and programs, and to make progress on important joint maintenance and capital renovation projects.
 Seek American Red Cross recertification of the City's emergency shelters.

Strengthen the Department's ability to respond to and recover from an emergency or disaster by participating in Emergency Management related training, meetings, exercises, workshops, and special events.
 Coordinate and assist with the budget process for the entire Community Services Department and submit budget related materials to the Budget Office on time and with accuracy.  Secure grant funding for Department projects and programs by researching funding opportunities, submitting applications as appropriate, and administering grant awards.  Ensure compliance with contract provisions by monitoring contracts as appropriate and processing vendor invoices within 30 days of receipt for payment of goods and services.  Identify and resolve issues/problems communicated by staff or customers and vendors in receiving payments and/or reimbursements.
 Respond within one business day to e-mails from new dog park patrons. Issue Beverly Hills tags and key fobs for keyless entry into the park. Ensure all dogs are licensed and registered to use the park.
 Update current Registration and Facility web pages (classes, camps, programs, events, and facilities) throughout the year.
 Respond within one business day to e-mails to new clients registering in the Registration System for online registration and provide accurate financial reports of daily financial transactions within one business day.12F
12  Coordinate and develop the Department’s quarterly program brochure/catalogue (which includes an overview of City-offered programs, classes, camps, and events offered to the community) and accurately enter all details into the online registration system.  Create artwork and other materials for press releases and promotional material including monthly notifications.
symbol indicates an ongoing task that supports the City’s sustainability initiatives.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
DEPARTMENT DIVISIONS AND ONGOING TASKS 266
 Produce a monthly e-newsletter sharing program and events information.  Provide photographic services for the Department and coordinate videotaping of Department classes with BHTV public access cable for promotion in the Community Services brochure (printed and web versions).
 Serve as the Department’s communications liaison with the Beverly Hills Conference and Visitors Bureau and Chamber of Commerce. Pitch Community Services events and programming coverage to local and national press.
 Manage the ongoing acquisition and installation of proposed new artworks selected for purchase by the Arts and Culture Commission and approved by City Council.  Streamline processes for public art donations and fine art obligations.  Oversee the ongoing maintenance program for City-owned public art.  Offer arts and cultural programming at the Greystone Mansion and Gardens, including performances in the Greystone Theater.
 Expand Greystone onsite programs, such as The Great Outdoors and Inside the Mansion, which bring the mansion and gardens to the community.
 Continue offering diverse cultural programming and events, including the May celebration of Jewish American Heritage Month, celebrations for the Nowruz holiday, and cultural celebrations in recognition of holidays, as well as significant cultural observations.  Collaborate with Public Works to complete Council priority projects at the Greystone Mansion and Gardens, including fire/life safety projects and a master plan for Lower Greystone.  Facilitate Greystone Mansion and Gardens operations to the public, including booking private tours of Greystone, educational tours, special events, issuing permits, and supervising film and photography at Greystone Park.
 Work on enhancements to the demonstration garden at Lower Greystone.  Conduct regular evaluations of Farmers’ Market concessions revenue to bridge the gap between expenses and revenue.
 Continue to offer a safe place for the community to shop at the Farmers’ Market, adhering to all State and County policies.
 Offer seasonal events at the Beverly Hills Farmers’ Market that add value and engage the community in meaningful ways.
 Facilitate and continue to promote the Human Relations Commission’s civility message via Embrace Civility Awards, the Critical Conversations initiative, Civility Month, Kindness Week, and Day of Wellness events.
 Administer the Community Development Block Grant (CDBG) program in collaboration with the Los Angeles County Development Authority (LACDA) to best meet the needs of the Beverly Hills community by reducing barriers to access City services and facilities.  Maintain user accounts, track library materials, check-in and check-out library materials, and return materials to the proper location.
 Answer research and reference questions and work with users to identify library materials that meet their needs.
 Maintain a Local History collection in a physical and digital format. Provide access to the digital format through various regional, state, and national databases.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
DEPARTMENT DIVISIONS AND ONGOING TASKS 267
 Select, acquire, catalog, and maintain the Library’s physical and digital collection.  Offer library programs for adults, teens, and children, including the annual Summer Reading Program and Club.
 Accept passport applications.
 Match volunteer adult tutors with adult learners in the Library’s Literacy Program.  Utilize social media vehicles such as Facebook, X, and Instagram to promote the Library’s digital and onsite programming and virtual and physical collections. Update the Library website to provide access and promote our digital collections and services.  Continue to expand adult and senior class offerings and senior excursions.  Continue our senior lunch programs that provide the participants with healthy, social, and cognitive enrichment.
 School District sites continue to provide additional space for recreation activities in accordance with BHUSD room capacities.
 Continue to provide a variety of enrichment afterschool classes at BHUSD sites.  Indoor facility rentals are available at our community centers, allowing patrons to reserve spaces for birthday parties, family events, and functions.
 Outdoor picnic and park space rentals are available at Roxbury Park, La Cienega Park, and Coldwater Canyon Park.
 Continue to offer the Teen Advisory Committee for 6th – 12th grade Beverly Hills residents or BHUSD students as an opportunity to shape engaging, impactful teen events and activities for the local community.
 Manage and oversee the newly renovated Employee Fitness Center.  Conduct Park Ranger daily coverage for City Hall, Library and The Wallis; patrol City facilities and mini parks/gardens; and collaborate with the Police Department, Human Services, and the Library to ensure safety of the Civic Center Campus.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2025-26
268
Attachment 2

CITY OF BEVERLY HILLS,

CALIFORNIA

PROPOSED

CAPITAL

IMPROVEMENT
BUDGET
2025-26

FISCAL YEAR
VOLUME 2
Sharona R. Nazarian, PsyD
Mayor
John A. Mirisch
Vice Mayor
Lester J. Friedman
Councilmember
Craig A. Corman
Councilmember
Mary N. Wells
Councilmember
Howard S. Fisher
City Treasurer
Nancy Hunt-Coffey
City Manager
Ryan Gohlich
Assistant City Manager
Keith Sterling
Deputy City Manager

City of Beverly Hills
Fiscal Year 2025-26
Capital Improvement Budget, Volume 2
Proposed, May 2025
Nancy Hunt-Coffey, City Manager
Ryan Gohlich, Assistant City Manager
Keith Sterling, Deputy City Manager

Table of Contents

CAPITAL IMPROVEMENT BUDGET INTRODUCTION .................................................. 5

ALPHABETIZED LIST OF CIP PROJECTS ................................................................... 15

CIP SUMMARY BY FUND ...................................................................................... 19 CIP SUMMARY BY NAME .................................................................................... 27

CIP SUMMARY BY SIX-YEAR PROJECT TOTAL ............................................................. 31

COMPONENTS OF FY 2024-25 REVISED BUDGET ..................................................... 35

CHANGES FROM PRIOR YEAR APPROVED PLAN ........................................................ 43

CIP MAP ............................................................................................................. 49 CIP DETAIL .......................................................................................................... 51

APPENDICES –
FIVE-YEAR CIP SCHEDULES:

CIP 00089: Street Tree Removal and Replacement ............................................ 141 CIP 00195: Street and Sidewalk Improvements ................................................. 143 CIP 00713: Repaint City Buildings .................................................................... 149 CIP 00833: Building Envelope Improvements on City Structures ........................... 151 CIP 08502: Vehicle Replacement Program ......................................................... 153

Capital Improvement Budget Introduction
Welcome to the City of Beverly Hills Capital Improvement Budget for the fiscal year (“FY”) 2025-26.

The Capital Improvement Budget serves as a roadmap for the City’s ongoing commitment to maintaining, enhancing, and developing infrastructure to meet the needs of the community. As stewards of public and natural resources, staff takes great pride in the completion of various projects that have positively impacted the lives of the residents and stakeholders of Beverly Hills over the past fiscal year.

Fiscal Year 2024-25 Capital Improvement Accomplishments Notable achievements in FY 2024-25 include the completion of the Burton Way Median Green Street and Water Efficient Landscape Project and the resurfacing and multiple curb ramp replacements along Burton Way between Rexford Drive and Robertson Boulevard within the City of Beverly Hills’ rightof-way. Additional street repairs and bus pad installations along Wilshire Boulevard, between Peck Drive and El Camino Drive and between Crescent Drive and Rexford Drive, will be completed this fiscal year. Paving projects completed include nearly one mile of alleyways, the full length of Burton Way, and the reconstruction of Copley Place and Copley Way. Numerous street repairs associated with water operation installations and emergency repairs continue to be completed. Sidewalk inspections and repairs continue throughout the City. Urban Forestry is also continuing the coordinated trimming and maintenance of all City-owned trees in the public right-of-way.

The City Council-approved Neighborhood Traffic Calming Program has received more than 20 applications, and staff continues working with several neighborhoods to go through the resident approval process for various traffic calming devices. Additional traffic and pedestrian safety projects completed during FY 2024-25 include the completion of the Local Road Safety Plan, which identifies streets and intersections with the highest crash rates and prioritizes safety improvements; the installation of modifications to the Clifton Way traffic calming demonstration and a six-month extension of the program as directed by City Council; the completion of design for pedestrian/bicycle signals at Wilshire Blvd./Le Doux Road, Robertson Blvd./Gregory Way, and Olympic Boulevard between Wetherly Drive and Almont Drive; the installation of the City’s first bicycle signal to connect northbound Roxbury Drive from the south to the north side of Wilshire Boulevard, the construction of the Wilshire Blvd./Crescent Dr. curb extension, and additional pedestrian crosswalks as identified in the Connect Beverly Hills streetscape plan; and the updating of signage and markings around all schools.

Facilities and parks projects include improvements to La Cienega Park’s public restrooms, playground improvements throughout the City, and demolition of the Will Rogers Park public restrooms. Painting and carpet replacement at the Library’s second floor was also completed. 5 Design standards for parklets were completed and adopted by the City Council in January 2024.

Implementations have been ongoing, with two parklets completed and eight more at different stages of design and construction.

Other completed capital projects have enhanced the functionality of spaces for City staff, especially those working in public safety. Examples include remodeling of the Records and Digital Evidence Suite at Police Facility; completion of the Police Department Secured Parking Project at the 450 N. Rexford Drive parking structure; ventilation system improvements at Fire Station No. 1, 2 and 3; completion of design for expansion of Fire Station No. 2; and completion of the remodel of miscellaneous staff areas at Fire Headquarters. Additional projects include the completion of design for the Community Development remodel project, the completion of the La Cienega Park restrooms improvement project, the start of construction for the Will Rogers Park restroom replacement project, the completion of construction for the Greystone pool house waterproofing, the interior improvements restoration of Hillcrest Shelter, and the partial roofing replacement at the 439 N. Cañon Drive/438 N. Beverly Drive parking structure and the 331 Foothill Road tenant building.

Parking facilities continue to be a priority with similar enhancement and modernization efforts, including the slab repair and waterproofing application at 345 N. Beverly Drive, the completed design of the seismic retrofit at 9510 Brighton Way, the completed lighting upgrade at 321 S. La Cienega Blvd., and the finalization of designs for the installation of additional electric vehicle level 2 chargers and other improvements to increase system efficiency, resiliency, and robustness at various parking structures.

For Fiscal Year 2024-25, the Capital Improvement Program (CIP) achieved several key milestones in strengthening the City’s water infrastructure and emergency preparedness. Notably, water quality and pump testing were completed at the proposed La Brea subarea wells located at Le Doux Road and Gregory Way at the City’s La Cienega Park. The City successfully bid and commenced construction on the upgrade and replacement of approximately two miles of aging pipelines in its water distribution system. In support of long-term reliability, the preliminary Basis of Design Report (BODR) for the Cabrillo pump station and forebay was finalized, setting the stage for enhanced emergency pumping capacity and system redundancy. Construction and startup testing progressed substantially for Reservoir Management Systems (RMSs) at the City’s three largest reservoirs, improving both emergency and operational water storage capabilities. Additionally, the design upgrade for the Los Angeles Department of Water and Power (LADWP) interconnection at Woodland Reservoir reached substantial completion, significantly improving monitoring and control of one of the City’s critical emergency water interconnections. Finally, the City continued the evaluation of Advanced Metering Infrastructure (AMI) upgrades and metering infrastructure with a Request for Proposal (RFP) to qualified bidders. The City is planning to upgrade its current AMI system to newer, more advanced technologies that integrate with the City’s newly installed water efficiency platform (WaterSmart). 6 Repairs and updates to the sewer system resumed in FY 2024-25 and will continue in FY 2025-26. Sewer system repairs will include both sewer main lining and replacement, and maintenance hole rehabilitation. The City of Beverly Hills executed a memorandum of agreement with the City of Los Angeles in January 2024 for the Regional Low Flow Treatment Facilities at Ballona Creek to comply with the Municipal Separate Storm Sewer System (MS4) permit. The City’s cost-sharing participation is funding the construction of two treatment facilities that will reduce bacteria levels at Ballona Creek as well as provide supplemental recycled water for the region. The treatment facilities are approximately 60% complete and construction is expected to be completed by early 2026.

In support of public safety, the Community Video Security program and ALPR system were expanded to high-priority locations, strengthening surveillance and response. New technology bolstered real-time crime center capabilities. The Real Time Watch Center’s upgraded platform improved stakeholder communication, improved AI-powered records management enhanced data analysis, and extended CCTV coverage. Radio infrastructure and fire apparatus upgrades further improved emergency response. Website upgrades, including transaction automation and expanded property information, improved the digital experience while expanded public-facing Geographic Information System (GIS) applications increased access to critical data. AI-based systems optimized efficiency and customer service, while cybersecurity was reinforced through advanced Security Information and Event Management (SIEM) functionality, improved asset management, and malware-resistant backups.

Replacing mission-critical network and data center infrastructure strengthened system reliability.

Finally, the City maintains a fleet of vehicles essential to staff’s execution of its collective duties. Safety vehicles from patrol cars to fire engines, heavy-duty trucks from solid waste collection to street cleaning, and medium and light-duty trucks from dump trucks to small electric vehicles make up a fleet of over 455 vehicles. During FY 2024-25, forty-eight (48) replacement vehicles were purchased (approximately 11% of the vehicle fleet), including three replacement fire engines, as well as five “net new” vehicle purchases for Police, Water, and Stormwater that will come online during upcoming fiscal years. In order to support the City’s goal of a zero-emission, sustainable fleet, sixty-five (65) level 2 electrical vehicle charging stations dedicated to fleet-specific vehicles were installed at the Public Works campus using partial funding from the Southern California Edison Charge Ready Program. Five level 2 electric vehicle charging stations were also installed in the Library and Police Department parking structures for fleet-specific Police and Fire Department vehicle operations.

Overall, it was a very productive year for achievement on capital improvement projects. 7 FY 2025-26 Proposed Capital Improvement Budget
The FY 2025-26 Proposed Capital Improvement Budget provides capital funding of $86.4 million in FY 2025-26 and a five-year projected funding of $390.2 million. This Proposed CIP Budget provides for FY 2025-26 appropriations to fund capital projects for the year and signifies Council’s approval of the current CIP plan for the four subsequent years. The total funding plan is $673.6 million, including $283.4 million in funds previously appropriated, but estimated to be unspent by the end of the current fiscal year and carried forward into FY 2025-26. General Fund contributions of $11.5 million to the Infrastructure Fund and $5.5 million to the Stormwater Enterprise Fund are planned to support the FY 2025-26 Proposed Capital Improvement Budget.

Of the 86 projects in the proposed CIP five-year plan, there are 68 projects for which FY 2025-26 funding is presented for Council approval in the FY 2025-26 Proposed Capital Improvement Budget.

While this Proposed CIP Budget and five-year plan is largely consistent with the five-year plan presented last year, some notable changes include the addition of FY 2029-30 to the plan and increased funding for some projects, furthered detailed in a subsequent schedule. Following are some highlights of projects planned for FY 2025-26:

Water Improvements:
 If deemed viable, the City will begin the equipping of two proposed water well sites (at Le Doux Road and Gregory Way).
 Continuing the upgrades to the City’s existing meters and meter infrastructure with new Advanced Metering Infrastructure (AMI) technology.
 Continuing water main pipeline upgrades and replacements Citywide to enhance the City’s water distribution network.
 Designing and constructing of Reservoir Management Systems (RMSs) at the City’s three largest reservoirs to enhance operational storage.
 Planning and designing of Cabrillo pump station and forebay to enhance and increase emergency pumping capacity and redundancy.

Street, Sidewalk, and Traffic Safety Improvements:
 Reconstructing Coldwater Canyon Drive.
 Resurfacing of Wilshire Boulevard, southbound San Vicente Boulevard, and other streets.  Implementing intersection improvements along Wilshire Boulevard at South Santa Monica Boulevard and Bedford Drive.
 Designing of crosswalks at Wilshire Blvd./Le Doux Road; Olympic Boulevard, between Wetherly and Almont Drives; Robertson Blvd./Gregory Way; Beverly Drive/Cañon Drive/Lomitas Avenue; and all right turn slip lanes Citywide.
8  Implementing streetscape enhancements on Wilshire and La Cienega Boulevards according to Connect BH standards.

Facilities and Parks Improvements:
 Establishing a Public Safety Center at the La Cienega Metro station.  Replacing the playground at La Cienega Park.
 Construction of a new restroom facility to replace and expand the current facility at Will Rogers Park and improve water feature mechanical components.
 Developing preliminary plans for Police Facility improvements.  Replacing the Civic Center chilled water lines.
 Replacing the uninterruptable power supply (UPS) units serving the Emergency Operations Center and the Data Center.
 Replacing the Data Center heating, ventilation, and air conditioning (HVAC) system.  Replacing the automatic transfer switch (ATS) at the Library building.  Installing a new ATS at the City Hall bridge.
 Reconstructing the Lower Greystone drainage and the access road.  Replacing the roof at 439 N. Cañon Drive (Phase 2).
 Improving the interiors of the City Hall tower elevator lobbies and 5th floor space, plus conversion of the existing roof area to create a usable roof terrace.  Constructing the expansion of Fire Station No. 2, creating additional bedrooms.  Upgrading the fire alarm system at the Library building.  Resurfacing existing tennis courts for pickleball.
 Expanding and improving the Library restroom.
 Replacing the playground at Arnaz Mini Park.

Parking Facilities:
 Implementing seismic upgrades at the 216 S. Beverly Drive and 461 N. Bedford Drive parking structures.
 Installing wayfinding signage at 450 N. Rexford Drive.  Waterproofing at Level P of the 242 N. Beverly Drive/241 N. Cañon Drive parking structure.  Repairing of concrete slab at the 242 N. Beverly Drive/241 N. Cañon Drive parking structure.  Installing additional electric vehicle level 2 chargers at various parking structures.

Vehicle Fleet Expansion and Optimization:
 Expansion to Meet Growing Demand: As our City continues to grow and evolve, so does the demand for City services. To meet this demand, the City has and will continue to acquire additional vehicles to bolster its fleet and support departmental operations by ensuring that it can effectively respond to the needs of our expanding community.
9  Technology Upgrades: Advancements in vehicle technology are constantly evolving, offering new opportunities to improve efficiency and performance. In the coming fiscal year, the City will continue to operate and support the DriveCam driving behavior safety and risk mitigation video system in its fleet vehicles specifically for Public Works and Parking Enforcement operations. The City will also continue to explore options to integrate cutting-edge technologies into its fleet, such as telematics systems for improved tracking, diagnostics, and maintenance data.  Infrastructure Support Vehicles: As part of its ongoing commitment to infrastructure maintenance and improvement, the City has and will continue to invest in specialized support vehicles to assist with tasks such as signal lighting, water, stormwater, and wastewater systems maintenance and repair. These vehicles will enhance the City’s ability to keep its infrastructure in peak operating condition.
 Continued Emphasis on Sustainability: Building on its past efforts, the City will continue to prioritize the acquisition of environmentally friendly vehicles, including hybrid and electric models. The City has recently and will continue to purchase zero-emission vehicles that support Police, Fire, and Public Works Department operations. In an effort to reduce its reliance on fossil fuels, the City will continue to purchase and utilize renewable natural gas and renewable diesel in its vehicle fleet to minimize its environmental impact and lead by example in the transition to a more sustainable future.

Information Technology Improvements:
 Expanding webform automation and launching user-friendly tools such as public records access (PRA), customer service request platforms (CRM), AI-powered agenda creation, and GIS-based applications like parking meter reservations.
 The City will begin digitizing Community Development and Fire Department records using scalable systems that support transparency and public access.  Significant upgrades will be made to core systems, including ERP improvements and cloud readiness, as well as the start of emergency systems upgrades like Computer Aided Dispatch (CAD)/Records Management Systems (RMS) and Fire RMS integration to support faster and smarter emergency response.
 Public safety will benefit from expanded use of CCTV and automated license plate readers (ALPR), especially around schools and intersections, along with enhanced monitoring through AI at the Real Time Watch Center.
 Cybersecurity will be strengthened through better Information Technology asset tracking and disaster recovery capabilities.
 The askBH call center will be fully implemented, along with continued CRM modernization to improve responsiveness to residents.
10  Communications infrastructure will be modernized with new radios, wireless system upgrades, fiber network improvements, and planning for radio frequency (RF) over internet protocol (IP) and a new disaster recovery center.
 Audiovisual systems used by City Council, the Mayor’s Office, and the Emergency Operations Center will be upgraded to better support public meetings and emergency coordination.

Of the 86 ongoing capital projects included in the plan, the FY 2025-26 Proposed Capital Improvement Budget allocates $86.4 million in funding for 68 projects, providing for the capital improvement needs of the City of Beverly Hills that support the City Council priorities and directives. Based on the timing of work planned around available resources and project concepts, the other 18 active projects do not need additional funding in FY 2025-26 to carryout project work plans.

The following chart depicts the distribution of the FY 2025-26 Proposed Capital Improvement Budget by fund:

CIP Budget by Fund (in millions)
$86.4 million for FY 2025-26
11 While there are no new capital improvement projects this year, several projects have been consolidated, as follows:
 CIP 00484: LED Lighting for City Tennis Courts merged into CIP 00483: Tennis Courts and Site Enhancements
 CIP 00487: La Cienega Tennis Center Irrigation and Landscaping Replacement merged into CIP 00343: Park Facilities Renovation – La Cienega Park
 CIP 00553: Storm Drain and Compliance (with TMDL) merged into CIP 00270: Ballona Creek MS4 Compliance
 CIP 00554: Pavement Master Plan merged into CIP 00195: Street and Sidewalk Improvements  CIP 00945: Street Tree Irrigation merged into CIP 00195: Street and Sidewalk Improvements  CIP 00946: Sidewalk Repair – Street Tree Replacement merged into CIP 00195: Street and Sidewalk Improvements
 CIP 00972: Cabrillo Reservoir Replacement merged into CIP 00796: Reservoir Replacement and Pump Station Rehab
Funding for continuing major projects include:
 $6.1 million for CIP 00195: Street and Sidewalk Improvements  $5.8 million for CIP 00355: Electric Vehicle Charing Infrastructure  $5.5 million for CIP 00936: Parking Facility Concrete Rehab and Waterproofing  $4.0 million for CIP 00387: Water Main and Hydrant Replacement  $3.5 million for CIP 08502: Vehicle Replacement Program  $3.3 million for CIP 00786: Parking Program Upgrades and Improvements  $3.1 million for CIP 00933: Police Facility Upgrades
 $2.8 million for CIP 00635: Citywide Lighting and Décor  $2.6 million for CIP 00197: Hyperion Plant
 $2.5 million for CIP 00342: Community Security Enhancements (CCTV/ALPR)  $2.3 million for CIP 00811: Major Building Systems Maintenance and Replacement  $2.3 million for CIP 00937: City Elevator Replacement and Upgrades  $2.0 million for CIP 00270: Ballona Creek MS4 Compliance  $2.0 million for CIP 00833: Building Envelope Improvements on City Structures  $2.0 million for CIP 00864: Urban Design/Streetscape
12 Contents and Format of the CIP Budget
This document includes comprehensive summaries of the CIP projects, organized by fund, by project name, and by total six-year project costs. Each summary includes estimated FY 2024-25 carryovers, FY 2025-26 proposed appropriations, and anticipated project funding needs for the subsequent four fiscal years. Also presented is a schedule identifying the components of the FY 2024-25 revised budget, estimated current year capital expenditures, and expected carryover amounts of CIP projects by fund.

A final summary schedule presents the changes between the four overlapping years of the FY 2024-25 approved CIP plan and the FY 2025-26 proposed CIP plan (FY 2025-26 through FY 2028-29). These summaries are followed by the detailed CIP project pages, which provide a brief description of each project, and status update, and relevant financial and other information.

The project pages are supplemented by appendices containing five-year work plan schedules for the following CIP projects:
 CIP 00089: Street Tree Removal and Replacement
 CIP 00195: Street and Sidewalk Improvements
 CIP 00713: Repaint City Buildings
 CIP 00833: Building Envelope Improvements on City Structures  CIP 08502: Vehicle Replacement Program
CIP Process Overview
Capital improvement project budgeting for FY 2025-26 began in January when departments reviewed the current five-year plan with a focus on established City Council objectives for the Capital Improvement Program. Staff prioritized all current and future projects and set new fifth-year estimates.

This effort included establishing priorities for projects, identifying funding sources, and refining requests. The result of this process is the development of the Proposed Capital Improvement Budget and five-year plan, a summary of which will be presented to the Planning Commission in June for review and determination of conformance with the City’s General Plan, prior to City Council adoption in June.
13 Conclusion
The Fiscal Year 2025-26 appropriations recommended in this Proposed Capital Improvement Budget represent a net increase of $9.2 million over the approved CIP plan for FY 2025-26 presented last year.

The net increase is driven by a new $10.1 million proposed appropriation in the In-Lieu Parking District Fund, which will be used for several eligible projects and reduces the need to use unrestricted City funds for capital improvements.

The FY 2025-26 Proposed Capital Improvement Budget continues to address the City’s capital improvement needs in support of City Council priorities and directives, and ensures that public safety infrastructure; streets; public buildings; parking facilities; parks; and sewer, stormwater, and water infrastructure are enhanced and well maintained for maximum safety, functionality, and attraction.

The City must remain proactive as global economic uncertainty, persistent inflation, elevated interest rates, and tariffs continue to impact the cost of supplies, construction, and contracted services. In addition to advancing critical capital projects, the City is making significant investments in public safety, advanced technologies, sustainability, its district schools, and more. Regionally, increased demand for public safety and infrastructure resilience has further heightened fiscal challenges. Given these ongoing pressures, the City must regularly reassess operating costs and available resources in relation to planned capital investments. Looking ahead, maintaining a long-term perspective on financial sustainability remains essential, as emphasized by the City Council. With an enhanced focus on long-term financial planning, the City Council will be required to balance operational needs, essential capital improvements, and evolving community priorities within the constraints of finite resources.
14 CIP NAME CIP NO.
336 FOOTHILL ROAD 00881
AFFORDABLE HOUSING DEVELOPMENT 00170
AMERICANS WITH DISABILITIES ACT (ADA) COMPLIANCE 00900
BALLONA CREEK MS4 COMPLIANCE 00270
BEVERLY GARDENS PARK 00485
BUILDING ENVELOPE IMPROVEMENTS ON CITY STRUCTURES 00833 CITY ELEVATOR REPLACEMENT AND UPGRADES 00937
CITY HALL MASTER PROJECT 00851
CITYWIDE LIGHTING AND DÉCOR 00635
CNG FUELING STATION 00840
COLDWATER PARK MASTER PLAN 00320
COMMUNITY SECURITY ENHANCEMENTS (CCTV/ALPR) 00342
COMPLETE STREETS 00100
DOCUMENT IMAGING 00335
DOG PARK 00150
EGOV INITIATIVE 00334
ELECTRIC VEHICLE CHARGING INFRASTRUCTURE 00355
EMERGENCY GENERATOR REPLACEMENT 00960
ENHANCED NETWORK SECURITY/DISASTER RECOVERY 00347
FINANCIAL AND HUMAN RESOURCES SOFTWARE 00336
FINE ART 00568
FIRE HEADQUARTERS - MAINTENANCE AND IMPROVEMENT 00585
FIRE STATION 2 - MAINTENANCE AND IMPROVEMENT 00586
FIRE STATION 3 - MAINTENANCE AND IMPROVEMENT 00587

CAPITAL IMPROVEMENT PROJECTS IN ALPHABETICAL ORDER
15 CIP NAME CIP NO.

CAPITAL IMPROVEMENT PROJECTS IN ALPHABETICAL ORDER
FIRE STATION APPARATUS DOORS 00589
GENERAL BUILDING AND SITE IMPROVEMENTS 00888
GPS PARKING ENFORCEMENT UNIT 00895
GREYSTONE PARK IMPROVEMENTS 00442
HYPERION PLANT 00197
IT EQUIPMENT REPLACEMENT PROGRAM 00329
LA BREA BASIN WELL DEVELOPMENT (WEP) 00916
LAND ACQUISITION 00647
LIBRARY FACILITY MAINTENANCE AND IMPROVEMENT 00838
MAJOR BUILDING SYSTEMS MAINTENANCE AND REPLACEMENT 00811 METRO RODEO STATION NORTH PORTAL 00725
MISCELLANEOUS AND UNPLANNED CONSTRUCTION PROJECTS 00815 MISCELLANEOUS TECHNOLOGY PROJECTS 00348
MUNICIPAL AREA NETWORK (MAN) 00883
OFFICE RECONFIGURATION AND FURNITURE REPLACEMENT 00650
PARCELS 12 AND 13 00918
PARK FACILITIES MAINTENANCE AND IMPROVEMENTS 00315
PARK FACILITIES RENOVATION - LA CIENEGA PARK 00343
PARK FACILITIES RENOVATION - ROXBURY PARK 00914
PARKING FACILITY CONCRETE REHAB AND WATERPROOFING 00936 PARKING METER INFRASTRUCTURE 00911
PARKING PROGRAM UPGRADES AND IMPROVEMENTS 00786
PARKING REVENUE CONTROL SYSTEM UPGRADE 00785
PLAYGROUND EQUIPMENT MAINTENANCE AND IMPROVEMENTS 00903 16 CIP NAME CIP NO.

CAPITAL IMPROVEMENT PROJECTS IN ALPHABETICAL ORDER
POLICE FACILITY UPGRADES 00933
PUBLIC SAFETY CAD/RMS SYSTEM 00339
PUBLIC WORKS ASSET MANAGEMENT SYSTEM 00896
PUBLIC WORKS CAMPUS 00893
PUBLIC WORKS WAREHOUSE SPACE 00890
RADIO INFRASTRUCTURE 00859
REPAINT CITY BUILDINGS 00713
REPLACE UPS EQUIPMENT 00922
RESERVOIR REPLACEMENT AND PUMP STATION REHAB 00796
SANTA MONICA BLVD CORRIDOR RECONSTRUCTION 00889
SECURITY SYSTEM UPGRADE 00781
SEWER SYSTEM REPAIRS 00066
SIREN SYSTEM CITYWIDE 00229
SOUTHEAST ENHANCEMENTS 00854
STORMWATER REHABILITATION PROGRAM 00260
STREET AND SIDEWALK IMPROVEMENTS 00195
STREET LIGHT AND SIGNAL POLE REPLACEMENT 00630
STREET SIGN AND STRIPING 00863
STREET TREE REMOVAL AND REPLACEMENT 00089
STREETSCAPE IMPROVEMENTS 00740
SUBWAY MITIGATION 00050
SYSTEMWIDE WATER CAPACITY UPGRADES 00681
TELEPHONE SYSTEM ENHANCEMENTS 00856
TENANT IMPROVEMENT PROGRAM 00349
17 CIP NAME CIP NO.

CAPITAL IMPROVEMENT PROJECTS IN ALPHABETICAL ORDER
TENNIS COURTS AND SITE ENHANCEMENTS 00483
TRAFFIC CALMING / MANAGEMENT 00055
TRAFFIC SIGNAL SYSTEM UPGRADES 00210
URBAN DESIGN / STREETSCAPE 00864
VEHICLE REPLACEMENT PROGRAM 08502
VIDEO PRODUCTION EQUIPMENT REPLACEMENT 00901
WATER CONSERVATION PROGRAM 00230
WATER MAIN AND HYDRANT REPLACEMENT 00387
WATER MASTER PLAN 00397
WATER METER REPLACEMENT 00669
WATER TREATMENT PLANT REPLACEMENT AND REPAIR 00795
WELL REHAB AND GROUNDWATER DEVELOPMENT 00225
WILSHIRE BLVD SUBWAY STREETSCAPE 00720
ZERO WASTE PROGRAM 00240
18 CIP SUMMARY BY FUND
120 - State Gas Tax
FY 24-25
Estimated
Carryovers
FY 25-26
Proposed FY 26-27 FY 27-28 FY 28-29 FY 29-30 Six-Year Total 00195 STREET AND SIDEWALK IMPROVEMENTS 4,187,912 930,000 925,000 925,000 975,000 1,025,000 8,967,912 4,187,912 930,000 925,000 925,000 975,000 1,025,000 8,967,912 121 - Road Maintenance and Rehabilitation Account
FY 24-25
Estimated
Carryovers
FY 25-26
Proposed FY 26-27 FY 27-28 FY 28-29 FY 29-30 Six-Year Total 00195 STREET AND SIDEWALK IMPROVEMENTS 2,020,058 775,000 800,000 825,000 850,000 900,000 6,170,058 2,020,058 775,000 800,000 825,000 850,000 900,000 6,170,058 130 - In-Lieu Parking District
FY 24-25
Estimated
Carryovers
FY 25-26
Proposed FY 26-27 FY 27-28 FY 28-29 FY 29-30 Six-Year Total 00355 ELECTRIC VEHICLE CHARGING
INFRASTRUCTURE 967,500 4,332,500 0000 5,300,000
00786 PARKING PROGRAM UPGRADES AND
IMPROVEMENTS 4,517,468 1,250,000 0000 5,767,468
00936 PARKING FACILITY CONCRETE REHAB AND
WATERPROOFING 0 3,250,000 0000 3,250,000
00937 CITY ELEVATOR REPLACEMENT AND
UPGRADES 0 1,250,000 0000 1,250,000
5,484,968 10,082,500 0000 15,567,468
160 - Parks and Recreation Facilities
FY 24-25
Estimated
Carryovers
FY 25-26
Proposed FY 26-27 FY 27-28 FY 28-29 FY 29-30 Six-Year Total PM PROJECT MANAGEMENT 0 192,891 200,607 208,631 216,976 225,655 1,044,760 00089 STREET TREE REMOVAL AND REPLACEMENT 6,332,282 0 1,500,000 1,500,000 1,500,000 1,500,000 12,332,282 00150 DOG PARK 177,848 45,000 45,000 35,000 50,000 0 352,848 00315 PARK FACILITIES MAINTENANCE AND
IMPROVEMENTS 1,847,447 400,000 110,000 110,000 110,000 110,000 2,687,447 00320 COLDWATER PARK MASTER PLAN 332,152 0 0000 332,152 00343 PARK FACILITIES RENOVATION - LA CIENEGA
PARK 5,424,410 250,000 0 250,000 0 0 5,924,410
00442 GREYSTONE PARK IMPROVEMENTS 3,792,594 750,000 1,500,000 773,500 2,000,000 800,000 9,616,094 00483 TENNIS COURTS AND SITE ENHANCEMENTS 195,393 517,000 125,000 125,000 150,000 150,000 1,262,393 00485 BEVERLY GARDENS PARK 109,356 50,000 50,000 50,000 50,000 50,000 359,356 00903 PLAYGROUND EQUIPMENT MAINTENANCE
AND IMPROVEMENTS 520,672 120,000 50,000 50,000 100,000 300,000 1,140,672 00914 PARK FACILITIES RENOVATION - ROXBURY
PARK 554,458 150,000 155,000 215,000 250,000 310,000 1,634,458 19,286,612 2,474,891 3,735,607 3,317,131 4,426,976 3,445,655 36,686,872 CIP # / Project Name
Total by Fund
CIP # / Project Name
Total by Fund
CIP # / Project Name
CIP # / Project Name
Total by Fund
Total by Fund
19 CIP SUMMARY BY FUND
180 - Fine Art
FY 24-25
Estimated
Carryovers
FY 25-26
Proposed FY 26-27 FY 27-28 FY 28-29 FY 29-30 Six-Year Total 00568 FINE ART 1,040,885 80,000 80,000 80,000 100,000 100,000 1,480,885 1,040,885 80,000 80,000 80,000 100,000 100,000 1,480,885 210 - Affordable Housing
FY 24-25
Estimated
Carryovers
FY 25-26
Proposed FY 26-27 FY 27-28 FY 28-29 FY 29-30 Six-Year Total 00170 AFFORDABLE HOUSING DEVELOPMENT 383,462 0 0000 383,462 383,462 0 0000 383,462
240 - Air Quality Improvement
FY 24-25
Estimated
Carryovers
FY 25-26
Proposed FY 26-27 FY 27-28 FY 28-29 FY 29-30 Six-Year Total 00100 COMPLETE STREETS 47,890 0 0000 47,890
47,890 0 0000 47,890
280 - Measure W - Safe Clean Water
FY 24-25
Estimated
Carryovers
FY 25-26
Proposed FY 26-27 FY 27-28 FY 28-29 FY 29-30 Six-Year Total 00270 BALLONA CREEK MS4 COMPLIANCE 850,994 250,000 250,000 250,000 250,000 250,000 2,100,994 850,994 250,000 250,000 250,000 250,000 250,000 2,100,994 310 - Prop C Local Transit
FY 24-25
Estimated
Carryovers
FY 25-26
Proposed FY 26-27 FY 27-28 FY 28-29 FY 29-30 Six-Year Total 00195 STREET AND SIDEWALK IMPROVEMENTS 1,738,760 450,000 475,000 500,000 525,000 525,000 4,213,760 00720 WILSHIRE BLVD SUBWAY STREETSCAPE 2,167,661 0 0000 2,167,661 3,906,421 450,000 475,000 500,000 525,000 525,000 6,381,421 326 - Seized and Forfeited Property
FY 24-25
Estimated
Carryovers
FY 25-26
Proposed FY 26-27 FY 27-28 FY 28-29 FY 29-30 Six-Year Total 00342 COMMUNITY SECURITY ENHANCEMENTS
(CCTV/ALPR) 90,949 0 0000 90,949
00933 POLICE FACILITY UPGRADES 882,230 0 0000 882,230
973,179 0 0000 973,179
Total by Fund
CIP # / Project Name
Total by Fund
Total by Fund
CIP # / Project Name
CIP # / Project Name
CIP # / Project Name
Total by Fund
CIP # / Project Name
Total by Fund
CIP # / Project Name
Total by Fund
20 CIP SUMMARY BY FUND
330 - Measure R Local Transit
FY 24-25
Estimated
Carryovers
FY 25-26
Proposed FY 26-27 FY 27-28 FY 28-29 FY 29-30 Six-Year Total 00195 STREET AND SIDEWALK IMPROVEMENTS 0 300,000 300,000 300,000 300,000 300,000 1,500,000 00720 WILSHIRE BLVD SUBWAY STREETSCAPE 1,691,601 200,000 200,000 0 0 0 2,091,601 00889 SANTA MONICA BLVD CORRIDOR
RECONSTRUCTION 17,752 0 0000 17,752
1,709,353 500,000 500,000 300,000 300,000 300,000 3,609,353 340 - Measure M Local Transit
FY 24-25
Estimated
Carryovers
FY 25-26
Proposed FY 26-27 FY 27-28 FY 28-29 FY 29-30 Six-Year Total 00195 STREET AND SIDEWALK IMPROVEMENTS 0 300,000 300,000 300,000 300,000 300,000 1,500,000 00720 WILSHIRE BLVD SUBWAY STREETSCAPE 2,243,708 200,000 0000 2,443,708 2,243,708 500,000 300,000 300,000 300,000 300,000 3,943,708 405 - Capital Assets
FY 24-25
Estimated
Carryovers
FY 25-26
Proposed FY 26-27 FY 27-28 FY 28-29 FY 29-30 Six-Year Total PM PROJECT MANAGEMENT 0 2,059,928 2,142,325 2,228,018 2,317,139 2,409,825 11,157,235 00229 SIREN SYSTEM CITYWIDE 12,618 0 0000 12,618
00349 TENANT IMPROVEMENT PROGRAM 1,379,491 350,000 350,000 900,000 650,000 650,000 4,279,491 00442 GREYSTONE PARK IMPROVEMENTS 26,639 0 750,000 0 0 500,000 1,276,639 00585 FIRE HEADQUARTERS - MAINTENANCE AND
IMPROVEMENT 1,200,934 18,000 18,000 100,000 200,000 200,000 1,736,934 00586 FIRE STATION 2 - MAINTENANCE AND
IMPROVEMENT 2,969,828 10,000 10,000 10,000 110,000 110,000 3,219,828 00587 FIRE STATION 3 - MAINTENANCE AND
IMPROVEMENT 2,100,619 10,000 10,000 10,000 110,000 110,000 2,350,619 00589 FIRE STATION APPARATUS DOORS 48,468 25,000 25,000 25,000 25,000 25,000 173,468 00647 LAND ACQUISITION 6,868,385 0 0000 6,868,385
00650 OFFICE RECONFIGURATION AND FURNITURE
REPLACEMENT 1,365,915 1,272,000 0 50,000 150,000 150,000 2,987,915 00713 REPAINT CITY BUILDINGS 1,407,487 0 250,000 275,000 300,000 325,000 2,557,487 00781 SECURITY SYSTEM UPGRADE 425,080 109,000 125,000 0 125,000 125,000 909,080 00811 MAJOR BUILDING SYSTEMS MAINTENANCE
AND REPLACEMENT 8,393,434 2,300,000 4,250,000 4,250,000 5,000,000 5,000,000 29,193,434 00815 MISCELLANEOUS AND UNPLANNED
CONSTRUCTION PROJECTS 838,298 500,000 450,000 565,000 525,000 550,000 3,428,298 00833 BUILDING ENVELOPE IMPROVEMENTS ON
CITY STRUCTURES 2,175,939 2,000,000 1,000,000 1,000,000 1,000,000 500,000 7,675,939 00838 LIBRARY FACILITY MAINTENANCE AND
IMPROVEMENT 2,469 150,000 0 150,000 0 200,000 502,469
00851 CITY HALL MASTER PROJECT 9,050,492 285,000 535,000 540,000 300,000 500,000 11,210,492 00854 SOUTHEAST ENHANCEMENTS 5,656,219 0 0000 5,656,219 00881 336 FOOTHILL ROAD 1,183,832 0 0000 1,183,832
CIP # / Project Name
CIP # / Project Name
Total by Fund
Total by Fund
CIP # / Project Name
21 CIP SUMMARY BY FUND
405 - Capital Assets (Continued)
FY 24-25
Estimated
Carryovers
FY 25-26
Proposed FY 26-27 FY 27-28 FY 28-29 FY 29-30 Six-Year Total 00888 GENERAL BUILDING AND SITE
IMPROVEMENTS 670,423 0 150,000 0 150,000 0 970,423
00890 PUBLIC WORKS WAREHOUSE SPACE 435,000 0 0000 435,000 00893 PUBLIC WORKS CAMPUS 312,038 500,000 1,000,000 1,000,000 1,000,000 1,000,000 4,812,038 00895 GPS PARKING ENFORCEMENT UNIT 150,464 0 65,000 0 0 0 215,464 00896 PUBLIC WORKS ASSET MANAGEMENT
SYSTEM 166,359 10,000 10,000 10,000 10,000 10,000 216,359 00900 AMERICANS WITH DISABILITIES ACT (ADA)
COMPLIANCE 635,720 150,000 150,000 150,000 200,000 150,000 1,435,720 00914 PARK FACILITIES RENOVATION - ROXBURY
PARK 73,240 0 50,000 0 0 0 123,240
00918 PARCELS 12 AND 13 209,969 0 0000 209,969
00922 REPLACE UPS EQUIPMENT 1,527,318 1,000,000 50,000 50,000 75,000 0 2,702,318 00933 POLICE FACILITY UPGRADES 2,404,031 3,050,000 500,000 1,100,000 1,100,000 100,000 8,254,031 00937 CITY ELEVATOR REPLACEMENT AND
UPGRADES 273,115 350,000 150,000 350,000 150,000 350,000 1,623,115 51,963,824 14,148,928 12,040,325 12,763,018 13,497,139 12,964,825 117,378,059 410 - Information Technology
FY 24-25
Estimated
Carryovers
FY 25-26
Proposed FY 26-27 FY 27-28 FY 28-29 FY 29-30 Six-Year Total 00329 IT EQUIPMENT REPLACEMENT PROGRAM 311,772 1,700,000 1,700,000 1,700,000 1,700,000 1,700,000 8,811,772 00334 EGOV INITIATIVE 246,301 500,000 500,000 500,000 500,000 500,000 2,746,301 00335 DOCUMENT IMAGING 397,793 600,000 600,000 0 0 0 1,597,793 00336 FINANCIAL AND HUMAN RESOURCES
SOFTWARE 212,625 0 0000 212,625
00339 PUBLIC SAFETY CAD/RMS SYSTEM 101,000 100,000 100,000 100,000 100,000 100,000 601,000 00342 COMMUNITY SECURITY ENHANCEMENTS
(CCTV/ALPR) 1,291,306 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 13,791,306 00347 ENHANCED NETWORK SECURITY/DISASTER
RECOVERY 535 100,000 100,000 100,000 100,000 100,000 500,535 00348 MISCELLANEOUS TECHNOLOGY PROJECTS 24,438 50,000 50,000 50,000 50,000 50,000 274,438 00856 TELEPHONE SYSTEM ENHANCEMENTS 316,439 0 0000 316,439 00859 RADIO INFRASTRUCTURE 82,598 500,000 500,000 500,000 500,000 500,000 2,582,598 00883 MUNICIPAL AREA NETWORK (MAN) 132,601 900,000 900,000 900,000 500,000 500,000 3,832,601 00901 VIDEO PRODUCTION EQUIPMENT
REPLACEMENT 1,935,928 200,000 200,000 200,000 200,000 200,000 2,935,928 5,053,336 7,150,000 7,150,000 6,550,000 6,150,000 6,150,000 38,203,336 CIP # / Project Name
Total by Fund
CIP # / Project Name
Total by Fund
22 CIP SUMMARY BY FUND
490 - Vehicle Replacement
FY 24-25
Estimated
Carryovers
FY 25-26
Proposed FY 26-27 FY 27-28 FY 28-29 FY 29-30 Six-Year Total 00355 ELECTRIC VEHICLE CHARGING
INFRASTRUCTURE 350,398 100,000 100,000 100,000 100,000 100,000 850,398 00840 CNG FUELING STATION 489,327 250,000 200,000 200,000 200,000 200,000 1,539,327 00895 GPS PARKING ENFORCEMENT UNIT 635,000 0 240,000 0 0 260,000 1,135,000 00960 EMERGENCY GENERATOR REPLACEMENT 3,875,464 0 250,000 250,000 0 250,000 4,625,464 08502 VEHICLE REPLACEMENT PROGRAM 4,206,793 3,500,000 3,500,000 3,500,000 3,500,000 3,500,000 21,706,793 9,556,982 3,850,000 4,290,000 4,050,000 3,800,000 4,310,000 29,856,982 600 - Infrastructure
FY 24-25
Estimated
Carryovers
FY 25-26
Proposed FY 26-27 FY 27-28 FY 28-29 FY 29-30 Six-Year Total PM PROJECT MANAGEMENT 0 2,368,790 2,463,542 2,562,084 2,664,567 2,771,150 12,830,133 00050 SUBWAY MITIGATION 3,875,886 0 0000 3,875,886
00055 TRAFFIC CALMING / MANAGEMENT 1,585,447 100,000 200,000 200,000 700,000 700,000 3,485,447 00100 COMPLETE STREETS 3,374,910 1,500,000 1,550,000 1,600,000 650,000 700,000 9,374,910 00195 STREET AND SIDEWALK IMPROVEMENTS 11,383,045 2,250,000 2,500,000 3,000,000 3,250,000 3,500,000 25,883,045 00210 TRAFFIC SIGNAL SYSTEM UPGRADES 8,105,261 650,000 650,000 650,000 700,000 750,000 11,505,261 00229 SIREN SYSTEM CITYWIDE 26,708 200,000 0000 226,708 00630 STREET LIGHT AND SIGNAL POLE
REPLACEMENT 5,194,576 1,000,000 2,000,000 3,000,000 3,000,000 3,000,000 17,194,576 00635 CITYWIDE LIGHTING AND DÉCOR 1,878,420 2,800,000 2,800,000 2,800,000 3,000,000 3,000,000 16,278,420 00720 WILSHIRE BLVD SUBWAY STREETSCAPE 3,264,571 1,500,000 1,300,000 0 0 0 6,064,571 00725 METRO RODEO STATION NORTH PORTAL 4,500,000 0 0000 4,500,000 00740 STREETSCAPE IMPROVEMENTS 0 0 0 0 925,000 0 925,000 00863 STREET SIGN AND STRIPING 5,029,243 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 10,029,243 00864 URBAN DESIGN / STREETSCAPE 4,009,760 2,000,000 0000 6,009,760 00896 PUBLIC WORKS ASSET MANAGEMENT
SYSTEM 41,698 10,000 10,000 10,000 10,000 10,000 91,698 00960 EMERGENCY GENERATOR REPLACEMENT 112,013 0 300,000 0 0 0 412,013 52,381,538 15,378,790 14,773,542 14,822,084 15,899,567 15,431,150 128,686,671 Total by Fund
CIP # / Project Name
Total by Fund
CIP # / Project Name
23 CIP SUMMARY BY FUND
800 - Water Enterprise
FY 24-25
Estimated
Carryovers
FY 25-26
Proposed FY 26-27 FY 27-28 FY 28-29 FY 29-30 Six-Year Total PM PROJECT MANAGEMENT 0 1,225,236 1,274,245 1,325,215 1,378,224 1,433,353 6,636,273 00195 STREET AND SIDEWALK IMPROVEMENTS 241,070 550,000 600,000 650,000 700,000 700,000 3,441,070 00225 WELL REHAB AND GROUNDWATER
DEVELOPMENT 1,653,452 0 0 200,000 200,000 200,000 2,253,452 00230 WATER CONSERVATION PROGRAM 666,568 10,500 10,500 10,500 10,500 10,500 719,068 00387 WATER MAIN AND HYDRANT REPLACEMENT 4,070,399 4,000,000 500,000 4,000,000 500,000 4,000,000 17,070,399 00397 WATER MASTER PLAN 256,716 1,000,000 0 0 0 300,000 1,556,716 00647 LAND ACQUISITION 5,766,975 733,025 0000 6,500,000 00669 WATER METER REPLACEMENT 7,905,604 1,750,000 1,006,100 1,006,100 574,200 574,200 12,816,204 00795 WATER TREATMENT PLANT REPLACEMENT
AND REPAIR 573,096 250,000 250,000 1,000,000 2,000,000 3,000,000 7,073,096 00796 RESERVOIR REPLACEMENT AND PUMP
STATION REHAB 4,923,560 1,300,000 3,900,000 700,000 700,000 700,000 12,223,560 00896 PUBLIC WORKS ASSET MANAGEMENT
SYSTEM 10,000 10,000 10,000 10,000 10,000 10,000 60,000 00916 LA BREA BASIN WELL DEVELOPMENT (WEP) 22,391,715 1,350,000 1,750,000 0 0 0 25,491,715 48,459,155 12,178,761 9,300,845 8,901,815 6,072,924 10,928,053 95,841,553 801 - Water Capacity Fee
FY 24-25
Estimated
Carryovers
FY 25-26
Proposed FY 26-27 FY 27-28 FY 28-29 FY 29-30 Six-Year Total 00225 WELL REHAB AND GROUNDWATER
DEVELOPMENT 150,000 0 0 150,000 150,000 150,000 600,000 00681 SYSTEMWIDE WATER CAPACITY UPGRADES 6,696,749 930,000 930,000 780,000 780,000 780,000 10,896,749 6,846,749 930,000 930,000 930,000 930,000 930,000 11,496,749 802 - Water Supply Fee
FY 24-25
Estimated
Carryovers
FY 25-26
Proposed FY 26-27 FY 27-28 FY 28-29 FY 29-30 Six-Year Total 00225 WELL REHAB AND GROUNDWATER
DEVELOPMENT 1,000,000 0 450,000 450,000 450,000 450,000 2,800,000 00916 LA BREA BASIN WELL DEVELOPMENT (WEP) 3,500,000 400,000 0000 3,900,000 4,500,000 400,000 450,000 450,000 450,000 450,000 6,700,000 CIP # / Project Name
CIP # / Project Name
Total by Fund
Total by Fund
CIP # / Project Name
Total by Fund
24 CIP SUMMARY BY FUND
810 - Parking Enterprise
FY 24-25
Estimated
Carryovers
FY 25-26
Proposed FY 26-27 FY 27-28 FY 28-29 FY 29-30 Six-Year Total PM PROJECT MANAGEMENT 0 333,934 347,291 361,183 375,630 390,655 1,808,693 00349 TENANT IMPROVEMENT PROGRAM 1,915,711 650,000 650,000 650,000 150,000 150,000 4,165,711 00355 ELECTRIC VEHICLE CHARGING
INFRASTRUCTURE 2,046,990 1,350,000 500,000 500,000 500,000 250,000 5,146,990 00713 REPAINT CITY BUILDINGS 2,741,800 0 500,000 300,000 300,000 300,000 4,141,800 00785 PARKING REVENUE CONTROL SYSTEM
UPGRADE 2,024,340 275,000 275,000 275,000 275,000 100,000 3,224,340 00786 PARKING PROGRAM UPGRADES AND
IMPROVEMENTS 4,929,212 2,000,000 1,500,000 1,500,000 1,500,000 1,500,000 12,929,212 00811 MAJOR BUILDING SYSTEMS MAINTENANCE
AND REPLACEMENT 5,150,208 0 4,000,000 3,500,000 2,000,000 2,000,000 16,650,208 00815 MISCELLANEOUS AND UNPLANNED
CONSTRUCTION PROJECTS 825,641 250,000 250,000 250,000 250,000 250,000 2,075,641 00896 PUBLIC WORKS ASSET MANAGEMENT
SYSTEM 0 10,000 10,000 0 0 0 20,000
00911 PARKING METER INFRASTRUCTURE 1,281,835 1,215,000 200,000 250,000 250,000 250,000 3,446,835 00936 PARKING FACILITY CONCRETE REHAB AND
WATERPROOFING 9,444,356 2,250,000 2,250,000 2,500,000 1,500,000 1,000,000 18,944,356 00937 CITY ELEVATOR REPLACEMENT AND
UPGRADES 1,242,356 650,000 450,000 400,000 200,000 250,000 3,192,356 31,602,449 8,983,934 10,932,291 10,486,183 7,300,630 6,440,655 75,746,142 830 - Solid Waste Enterprise
FY 24-25
Estimated
Carryovers
FY 25-26
Proposed FY 26-27 FY 27-28 FY 28-29 FY 29-30 Six-Year Total PM PROJECT MANAGEMENT 0 122,523 127,424 132,521 137,822 143,335 663,625 00195 STREET AND SIDEWALK IMPROVEMENTS 721,219 500,000 500,000 500,000 500,000 500,000 3,221,219 00240 ZERO WASTE PROGRAM 482,794 50,000 50,000 50,000 50,000 50,000 732,794 00896 PUBLIC WORKS ASSET MANAGEMENT
SYSTEM 86,731 10,000 10,000 10,000 10,000 10,000 136,731 1,290,744 682,523 687,424 692,521 697,822 703,335 4,754,369 840 - Wastewater Enterprise
FY 24-25
Estimated
Carryovers
FY 25-26
Proposed FY 26-27 FY 27-28 FY 28-29 FY 29-30 Six-Year Total PM PROJECT MANAGEMENT 0 245,047 254,849 265,043 275,645 286,671 1,327,255 00066 SEWER SYSTEM REPAIRS 21,202,914 1,500,000 2,500,000 2,500,000 2,500,000 2,000,000 32,202,914 00197 HYPERION PLANT 6,770,068 2,646,610 2,896,505 3,000,000 3,000,000 3,000,000 21,313,183 00397 WATER MASTER PLAN 0 250,000 0000 250,000
00669 WATER METER REPLACEMENT 0 0 4,045,200 4,045,200 425,900 425,900 8,942,200 00896 PUBLIC WORKS ASSET MANAGEMENT
SYSTEM 107,688 10,000 10,000 10,000 10,000 10,000 157,688 28,080,670 4,651,657 9,706,554 9,820,243 6,211,545 5,722,571 64,193,240 CIP # / Project Name
Total by Fund
CIP # / Project Name
Total by Fund
CIP # / Project Name
Total by Fund
25 CIP SUMMARY BY FUND
850 - Stormwater Enterprise
FY 24-25
Estimated
Carryovers
FY 25-26
Proposed FY 26-27 FY 27-28 FY 28-29 FY 29-30 Six-Year Total PM PROJECT MANAGEMENT 0 40,841 42,475 44,174 45,941 47,779 221,210 00260 STORMWATER REHABILITATION PROGRAM 410,483 180,000 30,000 30,000 30,000 30,000 710,483 00270 BALLONA CREEK MS4 COMPLIANCE 1,125,569 1,763,000 1,413,000 1,413,000 3,863,000 3,863,000 13,440,569 00896 PUBLIC WORKS ASSET MANAGEMENT
SYSTEM 4,834 0 10,000 0 10,000 10,000 34,834
1,540,886 1,983,841 1,495,475 1,487,174 3,948,941 3,950,779 14,407,096 283,411,775 86,380,825 78,822,063 77,450,169 72,685,544 74,827,023 673,577,399 PM - Project Management costs are Internal Service Fund (ISF) charges for CIP Management and Project Administration.

Grand Total
CIP # / Project Name
Total by Fund
26 CIP SUMMARY BY NAME
FY 24-25
Estimated
Carryovers
FY 25-26
Proposed FY 26-27 FY 27-28 FY 28-29 FY 29-30 Six-Year Total 336 FOOTHILL ROAD 00881 405 1,183,832 0 0000 1,183,832
AFFORDABLE HOUSING DEVELOPMENT 00170 210 383,462 0 0000 383,462

AMERICANS WITH DISABILITIES ACT (ADA)
COMPLIANCE 00900 405 635,720 150,000 150,000 150,000 200,000 150,000 1,435,720 280 850,994 250,000 250,000 250,000 250,000 250,000 2,100,994 850 1,125,569 1,763,000 1,413,000 1,413,000 3,863,000 3,863,000 13,440,569 BEVERLY GARDENS PARK 00485 160 109,356 50,000 50,000 50,000 50,000 50,000 359,356

BUILDING ENVELOPE IMPROVEMENTS ON
CITY STRUCTURES 00833 405 2,175,939 2,000,000 1,000,000 1,000,000 1,000,000 500,000 7,675,939 130 0 1,250,000 0000 1,250,000
405 273,115 350,000 150,000 350,000 150,000 350,000 1,623,115 810 1,242,356 650,000 450,000 400,000 200,000 250,000 3,192,356 CITY HALL MASTER PROJECT 00851 405 9,050,492 285,000 535,000 540,000 300,000 500,000 11,210,492 CITYWIDE LIGHTING AND DÉCOR 00635 600 1,878,420 2,800,000 2,800,000 2,800,000 3,000,000 3,000,000 16,278,420 CNG FUELING STATION 00840 490 489,327 250,000 200,000 200,000 200,000 200,000 1,539,327 COLDWATER PARK MASTER PLAN 00320 160 332,152 0 0000 332,152 326 90,949 0 0000 90,949
410 1,291,306 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 13,791,306 240 47,890 0 0000 47,890
600 3,374,910 1,500,000 1,550,000 1,600,000 650,000 700,000 9,374,910 DOCUMENT IMAGING 00335 410 397,793 600,000 600,000 0 0 0 1,597,793 DOG PARK 00150 160 177,848 45,000 45,000 35,000 50,000 0 352,848 EGOV INITIATIVE 00334 410 246,301 500,000 500,000 500,000 500,000 500,000 2,746,301 130 967,500 4,332,500 0000 5,300,000
490 350,398 100,000 100,000 100,000 100,000 100,000 850,398 810 2,046,990 1,350,000 500,000 500,000 500,000 250,000 5,146,990 490 3,875,464 0 250,000 250,000 0 250,000 4,625,464
600 112,013 0 300,000 0 0 0 412,013

ENHANCED NETWORK SECURITY/DISASTER
RECOVERY 00347 410 535 100,000 100,000 100,000 100,000 100,000 500,535

FINANCIAL AND HUMAN RESOURCES
SOFTWARE 00336 410 212,625 0 0000 212,625
FINE ART 00568 180 1,040,885 80,000 80,000 80,000 100,000 100,000 1,480,885

FIRE HEADQUARTERS - MAINTENANCE AND
IMPROVEMENT 00585 405 1,200,934 18,000 18,000 100,000 200,000 200,000 1,736,934 FIRE STATION 2 - MAINTENANCE AND
IMPROVEMENT 00586 405 2,969,828 10,000 10,000 10,000 110,000 110,000 3,219,828 FIRE STATION 3 - MAINTENANCE AND
IMPROVEMENT 00587 405 2,100,619 10,000 10,000 10,000 110,000 110,000 2,350,619 FIRE STATION APPARATUS DOORS 00589 405 48,468 25,000 25,000 25,000 25,000 25,000 173,468

GENERAL BUILDING AND SITE
IMPROVEMENTS 00888 405 670,423 0 150,000 0 150,000 0 970,423 EMERGENCY GENERATOR REPLACEMENT 00960

ELECTRIC VEHICLE CHARGING
INFRASTRUCTURE 00355
COMPLETE STREETS 00100
Project Name / CIP # / Fund
BALLONA CREEK MS4 COMPLIANCE 00270

CITY ELEVATOR REPLACEMENT AND
UPGRADES 00937

COMMUNITY SECURITY ENHANCEMENTS
(CCTV/ALPR) 00342
27 CIP SUMMARY BY NAME
FY 24-25
Estimated
Carryovers
FY 25-26
Proposed FY 26-27 FY 27-28 FY 28-29 FY 29-30 Six-Year Total Project Name / CIP # / Fund 405 150,464 0 65,000 0 0 0 215,464
490 635,000 0 240,000 0 0 260,000 1,135,000
160 3,792,594 750,000 1,500,000 773,500 2,000,000 800,000 9,616,094 405 26,639 0 750,000 0 0 500,000 1,276,639
HYPERION PLANT 00197 840 6,770,068 2,646,610 2,896,505 3,000,000 3,000,000 3,000,000 21,313,183 IT EQUIPMENT REPLACEMENT PROGRAM 00329 410 311,772 1,700,000 1,700,000 1,700,000 1,700,000 1,700,000 8,811,772 800 22,391,715 1,350,000 1,750,000 0 0 0 25,491,715
802 3,500,000 400,000 0000 3,900,000
405 6,868,385 0 0000 6,868,385
800 5,766,975 733,025 0000 6,500,000

LIBRARY FACILITY MAINTENANCE AND
IMPROVEMENT 00838 405 2,469 150,000 0 150,000 0 200,000 502,469 405 8,393,434 2,300,000 4,250,000 4,250,000 5,000,000 5,000,000 29,193,434 810 5,150,208 0 4,000,000 3,500,000 2,000,000 2,000,000 16,650,208 METRO RODEO STATION NORTH PORTAL 00725 600 4,500,000 0 0000 4,500,000 405 838,298 500,000 450,000 565,000 525,000 550,000 3,428,298 810 825,641 250,000 250,000 250,000 250,000 250,000 2,075,641 MISCELLANEOUS TECHNOLOGY PROJECTS 00348 410 24,438 50,000 50,000 50,000 50,000 50,000 274,438 MUNICIPAL AREA NETWORK (MAN) 00883 410 132,601 900,000 900,000 900,000 500,000 500,000 3,832,601

OFFICE RECONFIGURATION AND FURNITURE
REPLACEMENT 00650 405 1,365,915 1,272,000 0 50,000 150,000 150,000 2,987,915 PARCELS 12 AND 13 00918 405 209,969 0 0000 209,969

PARK FACILITIES MAINTENANCE AND
IMPROVEMENTS 00315 160 1,847,447 400,000 110,000 110,000 110,000 110,000 2,687,447

PARK FACILITIES RENOVATION - LA CIENEGA
PARK 00343 160 5,424,410 250,000 0 250,000 0 0 5,924,410 160 554,458 150,000 155,000 215,000 250,000 310,000 1,634,458 405 73,240 0 50,000 0 0 0 123,240
130 0 3,250,000 0000 3,250,000
810 9,444,356 2,250,000 2,250,000 2,500,000 1,500,000 1,000,000 18,944,356 PARKING METER INFRASTRUCTURE 00911 810 1,281,835 1,215,000 200,000 250,000 250,000 250,000 3,446,835 130 4,517,468 1,250,000 0000 5,767,468
810 4,929,212 2,000,000 1,500,000 1,500,000 1,500,000 1,500,000 12,929,212

PARKING REVENUE CONTROL SYSTEM
UPGRADE 00785 810 2,024,340 275,000 275,000 275,000 275,000 100,000 3,224,340

PLAYGROUND EQUIPMENT MAINTENANCE
AND IMPROVEMENTS 00903 160 520,672 120,000 50,000 50,000 100,000 300,000 1,140,672 326 882,230 0 0000 882,230
405 2,404,031 3,050,000 500,000 1,100,000 1,100,000 100,000 8,254,031 00936 PARKING FACILITY CONCRETE REHAB AND

WATERPROOFING
GPS PARKING ENFORCEMENT UNIT 00895
GREYSTONE PARK IMPROVEMENTS 00442
LA BREA BASIN WELL DEVELOPMENT (WEP) 00916

MAJOR BUILDING SYSTEMS MAINTENANCE
AND REPLACEMENT 00811
LAND ACQUISITION 00647

MISCELLANEOUS AND UNPLANNED
CONSTRUCTION PROJECTS 00815

PARK FACILITIES RENOVATION - ROXBURY
PARK 00914
POLICE FACILITY UPGRADES 00933
00786 PARKING PROGRAM UPGRADES AND

IMPROVEMENTS
28 CIP SUMMARY BY NAME
FY 24-25
Estimated
Carryovers
FY 25-26
Proposed FY 26-27 FY 27-28 FY 28-29 FY 29-30 Six-Year Total Project Name / CIP # / Fund 160 0 192,891 200,607 208,631 216,976 225,655 1,044,760 405 0 2,059,928 2,142,325 2,228,018 2,317,139 2,409,825 11,157,235 600 0 2,368,790 2,463,542 2,562,084 2,664,567 2,771,150 12,830,133 800 0 1,225,236 1,274,245 1,325,215 1,378,224 1,433,353 6,636,273 810 0 333,934 347,291 361,183 375,630 390,655 1,808,693 830 0 122,523 127,424 132,521 137,822 143,335 663,625
840 0 245,047 254,849 265,043 275,645 286,671 1,327,255 850 0 40,841 42,475 44,174 45,941 47,779 221,210
PUBLIC SAFETY CAD/RMS SYSTEM 00339 410 101,000 100,000 100,000 100,000 100,000 100,000 601,000 405 166,359 10,000 10,000 10,000 10,000 10,000 216,359
600 41,698 10,000 10,000 10,000 10,000 10,000 91,698
800 10,000 10,000 10,000 10,000 10,000 10,000 60,000
810 0 10,000 10,000 0 0 0 20,000
830 86,731 10,000 10,000 10,000 10,000 10,000 136,731
840 107,688 10,000 10,000 10,000 10,000 10,000 157,688
850 4,834 0 10,000 0 10,000 10,000 34,834
PUBLIC WORKS CAMPUS 00893 405 312,038 500,000 1,000,000 1,000,000 1,000,000 1,000,000 4,812,038 PUBLIC WORKS WAREHOUSE SPACE 00890 405 435,000 0 0000 435,000 RADIO INFRASTRUCTURE 00859 410 82,598 500,000 500,000 500,000 500,000 500,000 2,582,598 405 1,407,487 0 250,000 275,000 300,000 325,000 2,557,487 810 2,741,800 0 500,000 300,000 300,000 300,000 4,141,800 REPLACE UPS EQUIPMENT 00922 405 1,527,318 1,000,000 50,000 50,000 75,000 0 2,702,318

RESERVOIR REPLACEMENT AND PUMP
STATION REHAB 00796 800 4,923,560 1,300,000 3,900,000 700,000 700,000 700,000 12,223,560

SANTA MONICA BLVD CORRIDOR
RECONSTRUCTION 00889 330 17,752 0 0000 17,752
SECURITY SYSTEM UPGRADE 00781 405 425,080 109,000 125,000 0 125,000 125,000 909,080 SEWER SYSTEM REPAIRS 00066 840 21,202,914 1,500,000 2,500,000 2,500,000 2,500,000 2,000,000 32,202,914 405 12,618 0 0000 12,618
600 26,708 200,000 0000 226,708
SOUTHEAST ENHANCEMENTS 00854 405 5,656,219 0 0000 5,656,219 STORMWATER REHABILITATION PROGRAM 00260 850 410,483 180,000 30,000 30,000 30,000 30,000 710,483 120 4,187,912 930,000 925,000 925,000 975,000 1,025,000 8,967,912 121 2,020,058 775,000 800,000 825,000 850,000 900,000 6,170,058 310 1,738,760 450,000 475,000 500,000 525,000 525,000 4,213,760 330 0 300,000 300,000 300,000 300,000 300,000 1,500,000 340 0 300,000 300,000 300,000 300,000 300,000 1,500,000 600 11,383,045 2,250,000 2,500,000 3,000,000 3,250,000 3,500,000 25,883,045 800 241,070 550,000 600,000 650,000 700,000 700,000 3,441,070 830 721,219 500,000 500,000 500,000 500,000 500,000 3,221,219

STREET LIGHT AND SIGNAL POLE
REPLACEMENT 00630 600 5,194,576 1,000,000 2,000,000 3,000,000 3,000,000 3,000,000 17,194,576 STREET SIGN AND STRIPING 00863 600 5,029,243 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 10,029,243

SIREN SYSTEM CITYWIDE
STREET AND SIDEWALK IMPROVEMENTS 00195

PROJECT MANAGEMENT PM
00896 PUBLIC WORKS ASSET MANAGEMENT
SYSTEM
REPAINT CITY BUILDINGS 00713
00229
29 CIP SUMMARY BY NAME
FY 24-25
Estimated
Carryovers
FY 25-26
Proposed FY 26-27 FY 27-28 FY 28-29 FY 29-30 Six-Year Total Project Name / CIP # / Fund STREET TREE REMOVAL AND REPLACEMENT 00089 160 6,332,282 0 1,500,000 1,500,000 1,500,000 1,500,000 12,332,282 STREETSCAPE IMPROVEMENTS 00740 600 0 0 0 0 925,000 0 925,000 SUBWAY MITIGATION 00050 600 3,875,886 0 0000 3,875,886
SYSTEMWIDE WATER CAPACITY UPGRADES 00681 801 6,696,749 930,000 930,000 780,000 780,000 780,000 10,896,749 TELEPHONE SYSTEM ENHANCEMENTS 00856 410 316,439 0 0000 316,439 405 1,379,491 350,000 350,000 900,000 650,000 650,000 4,279,491 810 1,915,711 650,000 650,000 650,000 150,000 150,000 4,165,711 TENNIS COURTS AND SITE ENHANCEMENTS 00483 160 195,393 517,000 125,000 125,000 150,000 150,000 1,262,393 TRAFFIC CALMING / MANAGEMENT 00055 600 1,585,447 100,000 200,000 200,000 700,000 700,000 3,485,447 TRAFFIC SIGNAL SYSTEM UPGRADES 00210 600 8,105,261 650,000 650,000 650,000 700,000 750,000 11,505,261 URBAN DESIGN / STREETSCAPE 00864 600 4,009,760 2,000,000 0000 6,009,760 VEHICLE REPLACEMENT PROGRAM 08502 490 4,206,793 3,500,000 3,500,000 3,500,000 3,500,000 3,500,000 21,706,793

VIDEO PRODUCTION EQUIPMENT
REPLACEMENT 00901 410 1,935,928 200,000 200,000 200,000 200,000 200,000 2,935,928 WATER CONSERVATION PROGRAM 00230 800 666,568 10,500 10,500 10,500 10,500 10,500 719,068 WATER MAIN AND HYDRANT REPLACEMENT 00387 800 4,070,399 4,000,000 500,000 4,000,000 500,000 4,000,000 17,070,399 800 256,716 1,000,000 0 0 0 300,000 1,556,716
840 0 250,000 0000 250,000
00669 800 7,905,604 1,750,000 1,006,100 1,006,100 574,200 574,200 12,816,204 00669 840 0 0 4,045,200 4,045,200 425,900 425,900 8,942,200

WATER TREATMENT PLANT REPLACEMENT
AND REPAIR 00795 800 573,096 250,000 250,000 1,000,000 2,000,000 3,000,000 7,073,096 800 1,653,452 0 0 200,000 200,000 200,000 2,253,452
801 150,000 0 0 150,000 150,000 150,000 600,000
802 1,000,000 0 450,000 450,000 450,000 450,000 2,800,000 310 2,167,661 0 0000 2,167,661
330 1,691,601 200,000 200,000 0 0 0 2,091,601
340 2,243,708 200,000 0000 2,443,708
600 3,264,571 1,500,000 1,300,000 0 0 0 6,064,571
ZERO WASTE PROGRAM 00240 830 482,794 50,000 50,000 50,000 50,000 50,000 732,794 283,411,775 86,380,825 78,822,063 77,450,169 72,685,544 74,827,023 673,577,399 PM - Project Management costs are Internal Service Fund (ISF) charges for CIP Management and Project Administration.

WILSHIRE BLVD SUBWAY STREETSCAPE 00720
TENANT IMPROVEMENT PROGRAM 00349

WELL REHAB AND GROUNDWATER
DEVELOPMENT 00225
WATER MASTER PLAN 00397

WATER METER REPLACEMENT
Grand Total
30 CIP SUMMARY BY SIX-YEAR PROJECT TOTAL
Project Name / CIP # CIP
FY 24-25
Estimated
Carryovers
FY 25-26
Proposed FY 26-27 FY 27-28 FY 28-29 FY 29-30 Six-Year
Total
STREET AND SIDEWALK IMPROVEMENTS 00195 20,292,064 6,055,000 6,400,000 7,000,000 7,400,000 7,750,000 54,897,064

MAJOR BUILDING SYSTEMS MAINTENANCE AND
REPLACEMENT 00811 13,543,642 2,300,000 8,250,000 7,750,000 7,000,000 7,000,000 45,843,642 PROJECT MANAGEMENT PM 0 6,589,190 6,852,758 7,126,869 7,411,944 7,708,423 35,689,184 SEWER SYSTEM REPAIRS 00066 21,202,914 1,500,000 2,500,000 2,500,000 2,500,000 2,000,000 32,202,914 LA BREA BASIN WELL DEVELOPMENT (WEP) 00916 25,891,715 1,750,000 1,750,000 0 0 0 29,391,715

PARKING FACILITY CONCRETE REHAB AND
WATERPROOFING 00936 9,444,356 5,500,000 2,250,000 2,500,000 1,500,000 1,000,000 22,194,356 WATER METER REPLACEMENT 00669 7,905,604 1,750,000 5,051,300 5,051,300 1,000,100 1,000,100 21,758,404 VEHICLE REPLACEMENT PROGRAM 08502 4,206,793 3,500,000 3,500,000 3,500,000 3,500,000 3,500,000 21,706,793 HYPERION PLANT 00197 6,770,068 2,646,610 2,896,505 3,000,000 3,000,000 3,000,000 21,313,183 PARKING PROGRAM UPGRADES AND IMPROVEMENTS 00786 9,446,680 3,250,000 1,500,000 1,500,000 1,500,000 1,500,000 18,696,680 STREET LIGHT AND SIGNAL POLE REPLACEMENT 00630 5,194,576 1,000,000 2,000,000 3,000,000 3,000,000 3,000,000 17,194,576 WATER MAIN AND HYDRANT REPLACEMENT 00387 4,070,399 4,000,000 500,000 4,000,000 500,000 4,000,000 17,070,399 CITYWIDE LIGHTING AND DÉCOR 00635 1,878,420 2,800,000 2,800,000 2,800,000 3,000,000 3,000,000 16,278,420 BALLONA CREEK MS4 COMPLIANCE 00270 1,976,563 2,013,000 1,663,000 1,663,000 4,113,000 4,113,000 15,541,563 COMMUNITY SECURITY ENHANCEMENTS (CCTV/ALPR) 00342 1,382,255 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 13,882,255 LAND ACQUISITION 00647 12,635,360 733,025 0000 13,368,385 WILSHIRE BLVD SUBWAY STREETSCAPE 00720 9,367,541 1,900,000 1,500,000 0 0 0 12,767,541 STREET TREE REMOVAL AND REPLACEMENT 00089 6,332,282 0 1,500,000 1,500,000 1,500,000 1,500,000 12,332,282 RESERVOIR REPLACEMENT AND PUMP STATION REHAB 00796 4,923,560 1,300,000 3,900,000 700,000 700,000 700,000 12,223,560 TRAFFIC SIGNAL SYSTEM UPGRADES 00210 8,105,261 650,000 650,000 650,000 700,000 750,000 11,505,261 ELECTRIC VEHICLE CHARGING INFRASTRUCTURE 00355 3,364,888 5,782,500 600,000 600,000 600,000 350,000 11,297,388 CITY HALL MASTER PROJECT 00851 9,050,492 285,000 535,000 540,000 300,000 500,000 11,210,492 SYSTEMWIDE WATER CAPACITY UPGRADES 00681 6,696,749 930,000 930,000 780,000 780,000 780,000 10,896,749 GREYSTONE PARK IMPROVEMENTS 00442 3,819,233 750,000 2,250,000 773,500 2,000,000 1,300,000 10,892,733 STREET SIGN AND STRIPING 00863 5,029,243 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 10,029,243 COMPLETE STREETS 00100 3,422,800 1,500,000 1,550,000 1,600,000 650,000 700,000 9,422,800 POLICE FACILITY UPGRADES 00933 3,286,261 3,050,000 500,000 1,100,000 1,100,000 100,000 9,136,261 IT EQUIPMENT REPLACEMENT PROGRAM 00329 311,772 1,700,000 1,700,000 1,700,000 1,700,000 1,700,000 8,811,772 TENANT IMPROVEMENT PROGRAM 00349 3,295,202 1,000,000 1,000,000 1,550,000 800,000 800,000 8,445,202

BUILDING ENVELOPE IMPROVEMENTS ON CITY
STRUCTURES 00833 2,175,939 2,000,000 1,000,000 1,000,000 1,000,000 500,000 7,675,939 WATER TREATMENT PLANT REPLACEMENT AND REPAIR 00795 573,096 250,000 250,000 1,000,000 2,000,000 3,000,000 7,073,096 REPAINT CITY BUILDINGS 00713 4,149,287 0 750,000 575,000 600,000 625,000 6,699,287 CITY ELEVATOR REPLACEMENT AND UPGRADES 00937 1,515,471 2,250,000 600,000 750,000 350,000 600,000 6,065,471 URBAN DESIGN / STREETSCAPE 00864 4,009,760 2,000,000 0000 6,009,760 PARK FACILITIES RENOVATION - LA CIENEGA PARK 00343 5,424,410 250,000 0 250,000 0 0 5,924,410 SOUTHEAST ENHANCEMENTS 00854 5,656,219 0 0000 5,656,219 WELL REHAB AND GROUNDWATER DEVELOPMENT 00225 2,803,452 0 450,000 800,000 800,000 800,000 5,653,452

MISCELLANEOUS AND UNPLANNED CONSTRUCTION
PROJECTS 00815 1,663,939 750,000 700,000 815,000 775,000 800,000 5,503,939 EMERGENCY GENERATOR REPLACEMENT 00960 3,987,477 0 550,000 250,000 0 250,000 5,037,477 31 CIP SUMMARY BY SIX-YEAR PROJECT TOTAL
Project Name / CIP # CIP
FY 24-25
Estimated
Carryovers
FY 25-26
Proposed FY 26-27 FY 27-28 FY 28-29 FY 29-30 Six-Year
Total
PUBLIC WORKS CAMPUS 00893 312,038 500,000 1,000,000 1,000,000 1,000,000 1,000,000 4,812,038 METRO RODEO STATION NORTH PORTAL 00725 4,500,000 0 0000 4,500,000 SUBWAY MITIGATION 00050 3,875,886 0 0000 3,875,886
MUNICIPAL AREA NETWORK (MAN) 00883 132,601 900,000 900,000 900,000 500,000 500,000 3,832,601 TRAFFIC CALMING / MANAGEMENT 00055 1,585,447 100,000 200,000 200,000 700,000 700,000 3,485,447 PARKING METER INFRASTRUCTURE 00911 1,281,835 1,215,000 200,000 250,000 250,000 250,000 3,446,835 PARKING REVENUE CONTROL SYSTEM UPGRADE 00785 2,024,340 275,000 275,000 275,000 275,000 100,000 3,224,340 FIRE STATION 2 - MAINTENANCE AND IMPROVEMENT 00586 2,969,828 10,000 10,000 10,000 110,000 110,000 3,219,828

OFFICE RECONFIGURATION AND FURNITURE
REPLACEMENT 00650 1,365,915 1,272,000 0 50,000 150,000 150,000 2,987,915 VIDEO PRODUCTION EQUIPMENT REPLACEMENT 00901 1,935,928 200,000 200,000 200,000 200,000 200,000 2,935,928 EGOV INITIATIVE 00334 246,301 500,000 500,000 500,000 500,000 500,000 2,746,301 REPLACE UPS EQUIPMENT 00922 1,527,318 1,000,000 50,000 50,000 75,000 0 2,702,318 PARK FACILITIES MAINTENANCE AND IMPROVEMENTS 00315 1,847,447 400,000 110,000 110,000 110,000 110,000 2,687,447 RADIO INFRASTRUCTURE 00859 82,598 500,000 500,000 500,000 500,000 500,000 2,582,598 FIRE STATION 3 - MAINTENANCE AND IMPROVEMENT 00587 2,100,619 10,000 10,000 10,000 110,000 110,000 2,350,619 WATER MASTER PLAN 00397 256,716 1,250,000 0 0 0 300,000 1,806,716 PARK FACILITIES RENOVATION - ROXBURY PARK 00914 627,698 150,000 205,000 215,000 250,000 310,000 1,757,698

FIRE HEADQUARTERS - MAINTENANCE AND
IMPROVEMENT 00585 1,200,934 18,000 18,000 100,000 200,000 200,000 1,736,934 DOCUMENT IMAGING 00335 397,793 600,000 600,000 0 0 0 1,597,793 CNG FUELING STATION 00840 489,327 250,000 200,000 200,000 200,000 200,000 1,539,327 FINE ART 00568 1,040,885 80,000 80,000 80,000 100,000 100,000 1,480,885 AMERICANS WITH DISABILITIES ACT (ADA) COMPLIANCE 00900 635,720 150,000 150,000 150,000 200,000 150,000 1,435,720 GPS PARKING ENFORCEMENT UNIT 00895 785,464 0 305,000 0 0 260,000 1,350,464 TENNIS COURTS AND SITE ENHANCEMENTS 00483 195,393 517,000 125,000 125,000 150,000 150,000 1,262,393 336 FOOTHILL ROAD 00881 1,183,832 0 0000 1,183,832

PLAYGROUND EQUIPMENT MAINTENANCE AND
IMPROVEMENTS 00903 520,672 120,000 50,000 50,000 100,000 300,000 1,140,672 GENERAL BUILDING AND SITE IMPROVEMENTS 00888 670,423 0 150,000 0 150,000 0 970,423 STREETSCAPE IMPROVEMENTS 00740 0 0 0 0 925,000 0 925,000 SECURITY SYSTEM UPGRADE 00781 425,080 109,000 125,000 0 125,000 125,000 909,080 ZERO WASTE PROGRAM 00240 482,794 50,000 50,000 50,000 50,000 50,000 732,794 WATER CONSERVATION PROGRAM 00230 666,568 10,500 10,500 10,500 10,500 10,500 719,068 PUBLIC WORKS ASSET MANAGEMENT SYSTEM 00896 417,310 60,000 70,000 50,000 60,000 60,000 717,310 STORMWATER REHABILITATION PROGRAM 00260 410,483 180,000 30,000 30,000 30,000 30,000 710,483 PUBLIC SAFETY CAD/RMS SYSTEM 00339 101,000 100,000 100,000 100,000 100,000 100,000 601,000 LIBRARY FACILITY MAINTENANCE AND IMPROVEMENT 00838 2,469 150,000 0 150,000 0 200,000 502,469 ENHANCED NETWORK SECURITY/DISASTER RECOVERY 00347 535 100,000 100,000 100,000 100,000 100,000 500,535 PUBLIC WORKS WAREHOUSE SPACE 00890 435,000 0 0000 435,000 AFFORDABLE HOUSING DEVELOPMENT 00170 383,462 0 0000 383,462 BEVERLY GARDENS PARK 00485 109,356 50,000 50,000 50,000 50,000 50,000 359,356 DOG PARK 00150 177,848 45,000 45,000 35,000 50,000 0 352,848 32 CIP SUMMARY BY SIX-YEAR PROJECT TOTAL
Project Name / CIP # CIP
FY 24-25
Estimated
Carryovers
FY 25-26
Proposed FY 26-27 FY 27-28 FY 28-29 FY 29-30 Six-Year
Total
COLDWATER PARK MASTER PLAN 00320 332,152 0 0000 332,152 TELEPHONE SYSTEM ENHANCEMENTS 00856 316,439 0 0000 316,439 MISCELLANEOUS TECHNOLOGY PROJECTS 00348 24,438 50,000 50,000 50,000 50,000 50,000 274,438 SIREN SYSTEM CITYWIDE 00229 39,326 200,000 0000 239,326 FINANCIAL AND HUMAN RESOURCES SOFTWARE 00336 212,625 0 0000 212,625 PARCELS 12 AND 13 00918 209,969 0 0000 209,969
FIRE STATION APPARATUS DOORS 00589 48,468 25,000 25,000 25,000 25,000 25,000 173,468 SANTA MONICA BLVD CORRIDOR RECONSTRUCTION 00889 17,752 0 0000 17,752 Grand Total 283,411,775 86,380,825 78,822,063 77,450,169 72,685,544 74,827,023 673,577,399 PM - Project Management costs are Internal Service Fund (ISF) charges for CIP Management and Project Administration. 33 34
COMPONENTS OF FY 2024-25 REVISED BUDGET
120 - State Gas Tax
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
00195 STREET AND SIDEWALK IMPROVEMENTS 3,168,376 825,000 224,362 4,217,738 29,826 4,187,912 00554 PAVEMENT MASTER PLAN 234,979 35,000 -224,362 45,617 45,617 0 3,403,355 860,000 0 4,263,355 75,443 4,187,912
121 - Road Maintenance and Rehabilitation Account
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
00195 STREET AND SIDEWALK IMPROVEMENTS 2,851,967 750,000 0 3,601,967 1,581,909 2,020,058 2,851,967 750,000 0 3,601,967 1,581,909 2,020,058
130 - In-Lieu Parking District
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
00355 ELECTRIC VEHICLE CHARGING
INFRASTRUCTURE 0 1,000,000 0 1,000,000 32,500 967,500
00786 PARKING PROGRAM UPGRADES AND
IMPROVEMENTS 0 4,585,000 0 4,585,000 67,532 4,517,468
0 5,585,000 0 5,585,000 100,032 5,484,968
160 - Parks and Recreation Facilities
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
PM PROJECT MANAGEMENT 0 245,424 0 245,424 245,424 0
00089 STREET TREE REMOVAL AND REPLACEMENT 5,703,277 1,500,000 -560,000 6,643,277 310,995 6,332,282 00150 DOG PARK 182,942 35,000 0 217,942 40,094 177,848
00315 PARK FACILITIES MAINTENANCE AND
IMPROVEMENTS 2,081,429 300,000 0 2,381,429 533,982 1,847,447 00320 COLDWATER PARK MASTER PLAN 102,152 250,000 0 352,152 20,000 332,152 00343 PARK FACILITIES RENOVATION - LA CIENEGA
PARK 5,074,419 0 500,000 5,574,419 150,009 5,424,410
00442 GREYSTONE PARK IMPROVEMENTS 4,779,361 727,250 0 5,506,611 1,714,017 3,792,594 00483 TENNIS COURTS AND SITE ENHANCEMENTS 53,790 100,000 58,193 211,983 16,590 195,393 00484 LED LIGHTING FOR CITY TENNIS COURTS 58,193 0 -58,193 0 0 0 00485 BEVERLY GARDENS PARK 59,356 50,000 0 109,356 0 109,356 00487 LA CIENEGA TENNIS CENTER IRRIGATION AND
LANDSCAPING REPLACEMENT 500,000 0 -500,000 0 0 0
00903 PLAYGROUND EQUIPMENT MAINTENANCE AND
IMPROVEMENTS 525,908 26,000 0 551,908 31,236 520,672
CIP # / Project Name
Total by Fund
CIP # / Project Name
Total by Fund
CIP # / Project Name
CIP # / Project Name
Total by Fund
35 COMPONENTS OF FY 2024-25 REVISED BUDGET
160 - Parks and Recreation Facilities (Continued)
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
00914 PARK FACILITIES RENOVATION - ROXBURY
PARK 425,557 130,000 0 555,557 1,099 554,458
19,546,384 3,363,674 -560,000 22,350,058 3,063,446 19,286,612 180 - Fine Art
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
PM PROJECT MANAGEMENT 0 20,452 0 20,452 20,452 0
00568 FINE ART 437,089 60,000 589,000 1,086,089 45,204 1,040,885 437,089 80,452 589,000 1,106,541 65,656 1,040,885
210 - Affordable Housing
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
00170 AFFORDABLE HOUSING DEVELOPMENT 443,345 0 0 443,345 59,883 383,462 443,345 0 0 443,345 59,883 383,462
240 - Air Quality Improvement
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
00100 COMPLETE STREETS 54,147 0 0 54,147 6,257 47,890
54,147 0 0 54,147 6,257 47,890
280 - Measure W - Safe Clean Water
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
00270 BALLONA CREEK MS4 COMPLIANCE 464,184 500,000 0 964,184 113,190 850,994 464,184 500,000 0 964,184 113,190 850,994
310 - Prop C Local Transit
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
00195 STREET AND SIDEWALK IMPROVEMENTS 1,800,000 425,000 0 2,225,000 486,240 1,738,760 00720 WILSHIRE BLVD SUBWAY STREETSCAPE 2,167,661 0 0 2,167,661 0 2,167,661 3,967,661 425,000 0 4,392,661 486,240 3,906,421
Total by Fund
CIP # / Project Name
Total by Fund
CIP # / Project Name
CIP # / Project Name
Total by Fund
CIP # / Project Name
Total by Fund
CIP # / Project Name
Total by Fund
Total by Fund
CIP # / Project Name
36 COMPONENTS OF FY 2024-25 REVISED BUDGET
326 - Seized and Forfeited Property
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
00342 COMMUNITY SECURITY ENHANCEMENTS
(CCTV/ALPR) 125,325 0 0 125,325 34,376 90,949
00933 POLICE FACILITY UPGRADES 1,029,803 0 0 1,029,803 147,573 882,230 1,155,128 0 0 1,155,128 181,949 973,179
330 - Measure R Local Transit
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
00720 WILSHIRE BLVD SUBWAY STREETSCAPE 1,933,152 0 0 1,933,152 241,551 1,691,601 00889 SANTA MONICA BLVD. CORRIDOR
RECONSTRUCTION 17,752 0 0 17,752 0 17,752
1,950,904 0 0 1,950,904 241,551 1,709,353
340 - Measure M Local Transit
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
00720 WILSHIRE BLVD SUBWAY STREETSCAPE 1,743,708 900,000 0 2,643,708 400,000 2,243,708 1,743,708 900,000 0 2,643,708 400,000 2,243,708
405 - Capital Assets
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
PM PROJECT MANAGEMENT 0 1,045,325 0 1,045,325 1,045,325 0 00229 SIREN SYSTEM CITYWIDE 109,957 0 0 109,957 97,339 12,618 00349 TENANT IMPROVEMENT PROGRAM 1,371,283 375,000 0 1,746,283 366,792 1,379,491 00442 GREYSTONE PARK IMPROVEMENTS 38,199 0 0 38,199 11,560 26,639 00585 FIRE HEADQUARTERS - MAINTENANCE AND
IMPROVEMENT 366,353 900,000 0 1,266,353 65,419 1,200,934 00586 FIRE STATION 2 - MAINTENANCE AND
IMPROVEMENT 1,062,264 1,975,000 0 3,037,264 67,436 2,969,828 00587 FIRE STATION 3 - MAINTENANCE AND
IMPROVEMENT 1,535,373 750,000 0 2,285,373 184,754 2,100,619 00589 FIRE STATION APPARATUS DOORS 23,468 25,000 0 48,468 0 48,468 00647 LAND ACQUISITION 6,945,404 0 0 6,945,404 77,019 6,868,385 00650 OFFICE RECONFIGURATION AND FURNITURE
REPLACEMENT 802,576 923,000 0 1,725,576 359,661 1,365,915 00713 REPAINT CITY BUILDINGS 907,487 500,000 0 1,407,487 0 1,407,487 00781 SECURITY SYSTEM UPGRADE 319,080 106,000 0 425,080 0 425,080 Total by Fund
CIP # / Project Name
CIP # / Project Name
Total by Fund
CIP # / Project Name
Total by Fund
CIP # / Project Name
37 COMPONENTS OF FY 2024-25 REVISED BUDGET
405 - Capital Assets (Continued)
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
00811 MAJOR BUILDING SYSTEMS MAINTENANCE AND
REPLACEMENT 6,617,715 2,200,000 0 8,817,715 424,281 8,393,434 00815 MISCELLANEOUS AND UNPLANNED
CONSTRUCTION PROJECTS 476,228 550,000 -54,520 971,708 133,410 838,298 00833 BUILDING ENVELOPE IMPROVEMENTS ON CITY
STRUCTURES 1,269,117 1,500,000 0 2,769,117 593,178 2,175,939 00838 LIBRARY FACILITY MAINTENANCE AND
IMPROVEMENT 141,759 50,000 54,520 246,279 243,810 2,469 00851 CITY HALL MASTER PROJECT 7,304,208 1,850,000 0 9,154,208 103,716 9,050,492 00854 SOUTHEAST ENHANCEMENTS 5,656,219 0 0 5,656,219 0 5,656,219 00881 336 FOOTHILL ROAD 1,183,832 0 0 1,183,832 0 1,183,832 00888 GENERAL BUILDING AND SITE IMPROVEMENTS 191,119 475,000 6,041 672,160 1,737 670,423 00890 PUBLIC WORKS WAREHOUSE SPACE 435,000 0 0 435,000 0 435,000 00893 PUBLIC WORKS CAMPUS 135,085 250,000 0 385,085 73,047 312,038 00895 GPS PARKING ENFORCEMENT UNIT 150,464 0 0 150,464 0 150,464 00896 PUBLIC WORKS ASSET MANAGEMENT SYSTEM 251,083 0 0 251,083 84,724 166,359 00900 AMERICANS WITH DISABILITIES ACT (ADA)
COMPLIANCE 554,791 100,000 0 654,791 19,071 635,720
00914 PARK FACILITIES RENOVATION - ROXBURY
PARK 23,480 50,000 0 73,480 240 73,240
00918 PARCELS 12 AND 13 209,969 0 0 209,969 0 209,969
00922 REPLACE UPS EQUIPMENT 701,745 850,000 0 1,551,745 24,427 1,527,318 00933 POLICE FACILITY UPGRADES 3,497,863 500,000 0 3,997,863 1,593,832 2,404,031 00937 CITY ELEVATOR REPLACEMENT AND
UPGRADES 159,063 207,000 0 366,063 92,948 273,115
42,440,184 15,181,325 6,041 57,627,550 5,663,726 51,963,824 410 - Information Technology
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
PM PROJECT MANAGEMENT 0 41,282 0 41,282 41,282 0
00329 IT EQUIPMENT REPLACEMENT PROGRAM 188,435 1,700,000 20,000 1,908,435 1,596,663 311,772 00334 EGOV INITIATIVE 170,660 500,000 0 670,660 424,359 246,301 00335 DOCUMENT IMAGING 298,863 600,000 0 898,863 501,070 397,793 00336 FINANCIAL AND HUMAN RESOURCES
SOFTWARE 265,634 0 0 265,634 53,009 212,625
00339 PUBLIC SAFETY CAD/RMS SYSTEM 22,684 100,000 0 122,684 21,684 101,000 00342 COMMUNITY SECURITY ENHANCEMENTS
(CCTV/ALPR) 1,124,301 4,200,000 0 5,324,301 4,032,995 1,291,306 00347 ENHANCED NETWORK SECURITY/DISASTER
RECOVERY 3,882 100,000 0 103,882 103,347 535
00348 MISCELLANEOUS TECHNOLOGY PROJECTS 31,855 50,000 0 81,855 57,417 24,438 CIP # / Project Name
Total by Fund
CIP # / Project Name
38 COMPONENTS OF FY 2024-25 REVISED BUDGET
410 - Information Technology (Continued)
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
00856 TELEPHONE SYSTEM ENHANCEMENTS 381,354 0 0 381,354 64,915 316,439 00859 RADIO INFRASTRUCTURE 718,897 1,500,000 0 2,218,897 2,136,299 82,598 00883 MUNICIPAL AREA NETWORK (MAN) 352,579 1,500,000 0 1,852,579 1,719,978 132,601 00888 GENERAL BUILDING IMPROVEMENTS 6,041 0 -6,041 0 0 0 00901 VIDEO PRODUCTION EQUIPMENT
REPLACEMENT 1,871,294 200,000 0 2,071,294 135,366 1,935,928 5,436,479 10,491,282 13,959 15,941,720 10,888,384 5,053,336 490 - Vehicle Replacement
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
PM PROJECT MANAGEMENT 0 61,472 0 61,472 61,472 0
00355 ELECTRIC VEHICLE CHARGING
INFRASTRUCTURE 250,398 100,000 0 350,398 0 350,398
00840 CNG FUELING STATION 480,559 60,000 0 540,559 51,232 489,327 00895 GPS PARKING ENFORCEMENT UNIT 635,000 0 0 635,000 0 635,000 00960 EMERGENCY GENERATOR REPLACEMENT 3,875,464 0 0 3,875,464 0 3,875,464 08502 VEHICLE REPLACEMENT PROGRAM 5,522,728 3,500,000 3,786,142 12,808,870 8,602,077 4,206,793 10,764,149 3,721,472 3,786,142 18,271,763 8,714,781 9,556,982 600 - Infrastructure
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
PM PROJECT MANAGEMENT 0 2,284,724 0 2,284,724 2,284,724 0 00050 SUBWAY MITIGATION 3,911,484 0 0 3,911,484 35,598 3,875,886 00055 TRAFFIC CALMING / MANAGEMENT 1,078,297 525,000 0 1,603,297 17,850 1,585,447 00100 COMPLETE STREETS 2,132,261 1,500,000 0 3,632,261 257,351 3,374,910 00195 STREET AND SIDEWALK IMPROVEMENTS 11,129,457 2,000,000 5,929 13,135,386 1,752,341 11,383,045 00210 TRAFFIC SIGNAL SYSTEM UPGRADES 7,156,548 1,250,000 0 8,406,548 301,287 8,105,261 00229 SIREN SYSTEM CITYWIDE 199,938 0 0 199,938 173,230 26,708 00630 STREET LIGHT AND SIGNAL POLE
REPLACEMENT 3,047,792 2,250,000 0 5,297,792 103,216 5,194,576 00635 CITYWIDE LIGHTING AND DÉCOR 750,860 3,680,000 0 4,430,860 2,552,440 1,878,420 00720 WILSHIRE BLVD SUBWAY STREETSCAPE 2,864,071 500,000 0 3,364,071 99,500 3,264,571 00725 METRO RODEO STATION NORTH PORTAL 4,500,000 0 0 4,500,000 0 4,500,000 00863 STREET SIGN AND STRIPING 4,155,859 1,000,000 0 5,155,859 126,616 5,029,243 00864 URBAN DESIGN / STREETSCAPE 3,065,981 1,100,000 0 4,165,981 156,221 4,009,760 00896 PUBLIC WORKS ASSET MANAGEMENT SYSTEM 119,911 0 0 119,911 78,213 41,698 00945 STREET TREE IRRIGATION 842 0 -842 0 0 0
CIP # / Project Name
Total by Fund
CIP # / Project Name
Total by Fund
CIP # / Project Name
39 COMPONENTS OF FY 2024-25 REVISED BUDGET
600 - Infrastructure (Continued)
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
00946 SIDEWALK REPAIR - STREET TREE
REPLACEMENT 5,087 0 -5,087 0 0 0
00960 EMERGENCY GENERATOR REPLACEMENT 112,013 0 0 112,013 0 112,013 44,230,401 16,089,724 0 60,320,125 7,938,587 52,381,538 800 - Water Enterprise
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
PM PROJECT MANAGEMENT 0 1,482,337 0 1,482,337 1,482,337 0 00195 STREET AND SIDEWALK IMPROVEMENTS 429,998 500,000 0 929,998 688,928 241,070 00225 WELL REHAB AND GROUNDWATER
DEVELOPMENT 1,395,201 425,000 0 1,820,201 166,749 1,653,452 00230 WATER CONSERVATION PROGRAM 714,525 10,500 0 725,025 58,457 666,568 00387 WATER MAIN AND HYDRANT REPLACEMENT 2,827,941 2,500,000 0 5,327,941 1,257,542 4,070,399 00397 WATER MASTER PLAN 256,716 0 0 256,716 0 256,716
00647 LAND ACQUISITION 5,766,975 0 0 5,766,975 0 5,766,975 00669 WATER METER REPLACEMENT 6,621,937 1,750,000 0 8,371,937 466,333 7,905,604 00795 WATER TREATMENT PLANT REPLACEMENT AND
REPAIR 406,281 250,000 0 656,281 83,185 573,096
00796 RESERVOIR REPLACEMENT AND PUMP
STATION REHAB 4,606,473 195,000 319,350 5,120,823 197,263 4,923,560 00896 PUBLIC WORKS ASSET MANAGEMENT SYSTEM 12,500 10,000 0 22,500 12,500 10,000 00916 LA BREA BASIN WELL DEVELOPMENT (WEP) 25,619,452 0 0 25,619,452 3,227,737 22,391,715 00972 CABRILLO RESERVOIR REPLACEMENT 3,685,600 0 -319,350 3,366,250 3,366,250 0 52,343,599 7,122,837 0 59,466,436 11,007,281 48,459,155 801 - Water Capacity Fee
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
00225 WELL REHAB AND GROUNDWATER
DEVELOPMENT 0 150,000 0 150,000 0 150,000
00681 SYSTEMWIDE WATER CAPACITY UPGRADES 5,916,449 780,300 0 6,696,749 0 6,696,749 5,916,449 930,300 0 6,846,749 0 6,846,749
CIP # / Project Name
Total by Fund
CIP # / Project Name
Total by Fund
CIP # / Project Name
Total by Fund
40 COMPONENTS OF FY 2024-25 REVISED BUDGET
802 - Water Supply Fee
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
00225 WELL REHAB AND GROUNDWATER
DEVELOPMENT 600,000 400,000 0 1,000,000 0 1,000,000
00916 LA BREA BASIN WELL DEVELOPMENT (WEP) 3,500,000 0 0 3,500,000 0 3,500,000 4,100,000 400,000 0 4,500,000 0 4,500,000
810 - Parking Enterprise
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
PM PROJECT MANAGEMENT 0 634,010 0 634,010 634,010 0
00349 TENANT IMPROVEMENT PROGRAM 1,446,513 800,000 0 2,246,513 330,802 1,915,711 00355 ELECTRIC VEHICLE CHARGING
INFRASTRUCTURE 858,486 1,250,000 0 2,108,486 61,496 2,046,990 00713 REPAINT CITY BUILDINGS 2,396,300 350,000 0 2,746,300 4,500 2,741,800 00785 PARKING REVENUE CONTROL SYSTEM
UPGRADE 2,495,414 275,000 0 2,770,414 746,074 2,024,340 00786 PARKING PROGRAM UPGRADES AND
IMPROVEMENTS 3,185,201 2,000,000 0 5,185,201 255,989 4,929,212 00811 MAJOR BUILDING SYSTEMS MAINTENANCE AND
REPLACEMENT 3,196,205 2,000,000 0 5,196,205 45,997 5,150,208 00815 MISCELLANEOUS AND UNPLANNED
CONSTRUCTION PROJECTS 701,608 200,000 0 901,608 75,967 825,641 00896 PUBLIC WORKS ASSET MANAGEMENT SYSTEM 28,201 0 0 28,201 28,201 0 00911 PARKING METER INFRASTRUCTURE 581,681 735,000 0 1,316,681 34,846 1,281,835 00936 PARKING FACILITY CONCRETE REHAB AND
WATERPROOFING 6,429,294 3,250,000 0 9,679,294 234,938 9,444,356 00937 CITY ELEVATOR REPLACEMENT AND
UPGRADES 995,038 400,000 0 1,395,038 152,682 1,242,356
22,313,941 11,894,010 0 34,207,951 2,605,502 31,602,449 830 - Solid Waste Enterprise
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
PM PROJECT MANAGEMENT 0 41,176 0 41,176 41,176 0
00195 STREET AND SIDEWALK IMPROVEMENTS 2,223,391 500,000 0 2,723,391 2,002,172 721,219 00240 ZERO WASTE PROGRAM 431,294 51,500 0 482,794 0 482,794 00896 PUBLIC WORKS ASSET MANAGEMENT SYSTEM 138,681 10,000 0 148,681 61,950 86,731 2,793,366 602,676 0 3,396,042 2,105,298 1,290,744
CIP # / Project Name
Total by Fund
CIP # / Project Name
Total by Fund
CIP # / Project Name
Total by Fund
41 COMPONENTS OF FY 2024-25 REVISED BUDGET
840 - Wastewater Enterprise
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
PM PROJECT MANAGEMENT 0 247,056 0 247,056 247,056 0
00066 SEWER SYSTEM REPAIRS 19,354,057 1,865,000 0 21,219,057 16,143 21,202,914 00197 HYPERION PLANT 5,965,475 2,478,825 0 8,444,300 1,674,232 6,770,068 00896 PUBLIC WORKS ASSET MANAGEMENT SYSTEM 167,688 10,000 0 177,688 70,000 107,688 25,487,220 4,600,881 0 30,088,101 2,007,431 28,080,670
850 - Stormwater Enterprise
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
PM PROJECT MANAGEMENT 0 61,764 0 61,764 61,764 0
00260 STORMWATER REHABILITATION PROGRAM 410,483 0 0 410,483 0 410,483 00270 BALLONA CREEK MS4 COMPLIANCE 1,774,461 2,000,000 114 3,774,575 2,649,006 1,125,569 00553 STORM DRAIN AND COMPLIANCE (WITH TMDL) 2,181,672 50,000 -2,231,672 0 0 0 00896 PUBLIC WORKS ASSET MANAGEMENT SYSTEM 28,136 10,000 0 38,136 33,302 4,834 4,394,752 2,121,764 -2,231,558 4,284,958 2,744,072 1,540,886 852 - Stormwater DWR Prop 1
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
00270 BALLONA CREEK MS4 COMPLIANCE 114 0 -114 0 0 0
114 0 -114 0 0 0
256,238,526 85,620,397 1,603,470 343,462,393 60,050,618 283,411,775 PM - Project Management costs are Internal Service Fund (ISF) charges for CIP Management and Project Administration.

Grand Total
CIP # / Project Name
Total by Fund
CIP # / Project Name
Total by Fund
CIP # / Project Name
Total by Fund
42 CHANGES FROM PRIOR YEAR APPROVED PLAN
FY 25-26
Planned
FY 26-27
Planned
FY 27-28
Planned
FY 28-29
Planned
Four-Year
Total
FY 25-26
Proposed
FY 26-27
Planned
FY 27-28
Planned
FY 28-29
Planned
Four-Year
Total FY 25-26 FY 26-27 FY 27-28 FY 28-29 Four-Year Total Change Notes 120 - State Gas Tax
00195 STREET AND SIDEWALK IMPROVEMENTS 900,000 925,000 925,000 975,000 3,725,000 930,000 925,000 925,000 975,000 3,755,000 30,000 0 0 0 30,000 Reallocated from CIP 55400554 PAVEMENT MASTER PLAN 30,000 0 0 0 30,000 00000 (30,000) 0 0 0 (30,000) Merged into CIP 195 930,000 925,000 925,000 975,000 3,755,000 930,000 925,000 925,000 975,000 3,755,000 0 0 0 0 0 121 - Road Maintenance and Rehabilitation Account
00195 STREET AND SIDEWALK IMPROVEMENTS 775,000 800,000 825,000 850,000 3,250,000 775,000 800,000 825,000 850,000 3,250,000 0 0 0 0 0 No changes 775,000 800,000 825,000 850,000 3,250,000 775,000 800,000 825,000 850,000 3,250,000 0 0 0 0 0 130 - In-Lieu Parking District
00355 ELECTRIC VEHICLE CHARGING INFRASTRUCTURE 00000 4,332,500 0 0 0 4,332,500 4,332,500 0 0 0 4,332,500 Design and construction of EV Level 2 chargers at various parking structures00786 PARKING PROGRAM UPGRADES AND IMPROVEMENTS 00000 1,250,000 0 0 0 1,250,000 1,250,000 0 0 0 1,250,000 440 N. Camden Phase 2 seismic upgrade00936 PARKING FACILITY CONCRETE REHAB AND WATERPROOFING 00000 3,250,000 0 0 0 3,250,000 3,250,000 0 0 0 3,250,000 Reallocated from 810 - Parking Enterprise Fund: Waterproofing and pre-design of slab repair at 242 N. Beverly Drive / 241 N. Cañon Drive parking structure00937 CITY ELEVATOR REPLACEMENT AND UPGRADES 00000 1,250,000 0 0 0 1,250,000 1,250,000 0 0 0 1,250,000 Design of wheelchair lifts replacement at the Santa Monica 5 parking structure 00000 10,082,500 0 0 0 10,082,500 10,082,500 0 0 0 10,082,500 160 - Parks and Recreation Facilities
00089 STREET TREE REMOVAL AND REPLACEMENT 1,500,000 1,875,000 1,875,000 2,375,000 7,625,000 0 1,500,000 1,500,000 1,500,000 4,500,000 (1,500,000) (375,000) (375,000) (875,000) (3,125,000) To address the current fiscal environment and align with project implementation timeline00150 DOG PARK 45,000 45,000 35,000 50,000 175,000 45,000 45,000 35,000 50,000 175,000 0 0 0 0 0 No changes00315 PARK FACILITIES MAINTENANCE AND IMPROVEMENTS 100,000 110,000 110,000 110,000 430,000 400,000 110,000 110,000 110,000 730,000 300,000 0 0 0 300,000 Will Rogers Park restroom restoration00320 COLDWATER PARK MASTER PLAN 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 No changes00343 PARK FACILITIES RENOVATION - LA CIENEGA PARK 00000 250,000 0 250,000 0 500,000 250,000 0 250,000 0 500,000 Reallocated from CIP 48700442 GREYSTONE PARK IMPROVEMENTS 750,000 1,500,000 773,500 2,000,000 5,023,500 750,000 1,500,000 773,500 2,000,000 5,023,500 0 0 0 0 0 No changes00483 TENNIS COURTS AND SITE ENHANCEMENTS 50,000 0 0 100,000 150,000 517,000 125,000 125,000 150,000 917,000 467,000 125,000 125,000 50,000 767,000 Resurfacing of existing tennis courts and restriping of tennis courts to pickleball 00484 LED LIGHTING FOR CITY TENNIS COURTS 0 25,000 0 0 25,000 00000 0 (25,000) 0 0 (25,000) Merged into CIP 48300485 BEVERLY GARDENS PARK 50,000 50,000 50,000 50,000 200,000 50,000 50,000 50,000 50,000 200,000 0 0 0 0 0 No changes00487 LA CIENEGA TENNIS CENTER IRRIGATION AND LANDSCAPING REPLACEMENT 250,000 0 250,000 0 500,000 00000 (250,000) 0 (250,000) 0 (500,000) Merged into CIP 343 00903 PLAYGROUND EQUIPMENT MAINTENANCE AND IMPROVEMENTS 27,000 50,000 50,000 100,000 227,000 120,000 50,000 50,000 100,000 320,000 93,000 0 0 0 93,000 Resealing of pour-in-place surfacing at City parks00914 PARK FACILITIES RENOVATION - ROXBURY PARK 120,000 75,000 75,000 75,000 345,000 150,000 155,000 215,000 250,000 770,000 30,000 80,000 140,000 175,000 425,000 Resealing of pour-in-place surfacing at City parks 2,892,000 3,730,000 3,218,500 4,860,000 14,700,500 2,282,000 3,535,000 3,108,500 4,210,000 13,135,500 (610,000) (195,000) (110,000) (650,000) (1,565,000) 180 - Fine Art
00568 FINE ART 80,000 80,000 80,000 100,000 340,000 80,000 80,000 80,000 100,000 340,000 0 0 0 0 0 No changes 80,000 80,000 80,000 100,000 340,000 80,000 80,000 80,000 100,000 340,000 0 0 0 0 0 210 - Affordable Housing
00170 AFFORDABLE HOUSING DEVELOPMENT 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 No changes 00000 00000 00000
240 - Air Quality Improvement
00100 COMPLETE STREETS 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 No changes 00000 00000 00000
Total by FundTotal by FundTotal by FundTotal by FundTotal by FundTotal by Fund FY 2024-25 Adopted CIP Budget FY 2025-26 Proposed CIP Budget Change from Prior Year Approved Plan CIP # / Project Name
Total by Fund
43 CHANGES FROM PRIOR YEAR APPROVED PLAN
FY 25-26
Planned
FY 26-27
Planned
FY 27-28
Planned
FY 28-29
Planned
Four-Year
Total
FY 25-26
Proposed
FY 26-27
Planned
FY 27-28
Planned
FY 28-29
Planned
Four-Year
Total FY 25-26 FY 26-27 FY 27-28 FY 28-29 Four-Year Total Change Notes FY 2024-25 Adopted CIP Budget FY 2025-26 Proposed CIP Budget Change from Prior Year Approved Plan CIP # / Project Name
280 - Measure W - Safe Clean Water
00270 BALLONA CREEK MS4 COMPLIANCE 500,000 500,000 500,000 500,000 2,000,000 250,000 250,000 250,000 250,000 1,000,000 (250,000) (250,000) (250,000) (250,000) (1,000,000) Transferred to base operating budget for Burton Way Median operation and maintenance costs (BEF #350-004) 500,000 500,000 500,000 500,000 2,000,000 250,000 250,000 250,000 250,000 1,000,000 (250,000) (250,000) (250,000) (250,000) (1,000,000) 310 - Prop C Local Transit
00195 STREET AND SIDEWALK IMPROVEMENTS 450,000 475,000 500,000 525,000 1,950,000 450,000 475,000 500,000 525,000 1,950,000 0 0 0 0 0 No changes00720 WILSHIRE BLVD SUBWAY STREETSCAPE 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 No changes 450,000 475,000 500,000 525,000 1,950,000 450,000 475,000 500,000 525,000 1,950,000 0 0 0 0 0 326 - Seized and Forfeited Property
00342 COMMUNITY SECURITY ENHANCEMENTS (CCTV/ALPR) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 No changes00933 POLICE FACILITY UPGRADES 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 No changes 00000 00000 00000
330 - Measure R Local Transit
00195 STREET AND SIDEWALK IMPROVEMENTS 00000 300,000 300,000 300,000 300,000 1,200,000 300,000 300,000 300,000 300,000 1,200,000 Utilizing local return funds for street and sidewalk repairs00720 WILSHIRE BLVD SUBWAY STREETSCAPE 200,000 200,000 0 0 400,000 200,000 200,000 0 0 400,000 0 0 0 0 0 No changes00889 SANTA MONICA BLVD CORRIDOR RECONSTRUCTION 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 No changes 200,000 200,000 0 0 400,000 500,000 500,000 300,000 300,000 1,600,000 300,000 300,000 300,000 300,000 1,200,000 340 - Measure M Local Transit
00195 STREET AND SIDEWALK IMPROVEMENTS 00000 300,000 300,000 300,000 300,000 1,200,000 300,000 300,000 300,000 300,000 1,200,000 Utilizing local return funds for street and sidewalk repairs00720 WILSHIRE BLVD SUBWAY STREETSCAPE 200,000 0 0 0 200,000 200,000 0 0 0 200,000 0 0 0 0 0 No changes 200,000 0 0 0 200,000 500,000 300,000 300,000 300,000 1,400,000 300,000 300,000 300,000 300,000 1,200,000 405 - Capital Assets
00229 SIREN SYSTEM CITYWIDE 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 No changes00349 TENANT IMPROVEMENT PROGRAM 350,000 350,000 900,000 650,000 2,250,000 350,000 350,000 900,000 650,000 2,250,000 0 0 0 0 0 No changes00442 GREYSTONE PARK IMPROVEMENTS 0 750,000 0 0 750,000 0 750,000 0 0 750,000 0 0 0 0 0 No changes00585 FIRE HEADQUARTERS - MAINTENANCE AND IMPROVEMENT 18,000 18,000 100,000 200,000 336,000 18,000 18,000 100,000 200,000 336,000 0 0 0 0 0 No changes00586 FIRE STATION 2 - MAINTENANCE AND IMPROVEMENT 10,000 10,000 10,000 110,000 140,000 10,000 10,000 10,000 110,000 140,000 0 0 0 0 0 No changes00587 FIRE STATION 3 - MAINTENANCE AND IMPROVEMENT 10,000 10,000 10,000 110,000 140,000 10,000 10,000 10,000 110,000 140,000 0 0 0 0 0 No changes00589 FIRE STATION APPARATUS DOORS 25,000 25,000 25,000 25,000 100,000 25,000 25,000 25,000 25,000 100,000 0 0 0 0 0 No changes00647 LAND ACQUISITION 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 No changes00650 OFFICE RECONFIGURATION AND FURNITURE REPLACEMENT 1,122,000 0 150,000 200,000 1,472,000 1,272,000 0 50,000 150,000 1,472,000 150,000 0 (100,000) (50,000) 0 To align with project timeline00713 REPAINT CITY BUILDINGS 250,000 550,000 275,000 300,000 1,375,000 0 250,000 275,000 300,000 825,000 (250,000) (300,000) 0 0 (550,000) To address the current fiscal environment and align with project implementation timeline00781 SECURITY SYSTEM UPGRADE 109,000 125,000 0 0 234,000 109,000 125,000 0 125,000 359,000 0 0 0 125,000 125,000 Upgrades to the access system00811 MAJOR BUILDING SYSTEMS MAINTENANCE AND REPLACEMENT 4,300,000 6,250,000 6,500,000 5,000,000 22,050,000 2,300,000 4,250,000 4,250,000 5,000,000 15,800,000 (2,000,000) (2,000,000) (2,250,000) 0 (6,250,000) To address the current fiscal environment and align with project implementation timeline 00815 MISCELLANEOUS AND UNPLANNED CONSTRUCTION PROJECTS 500,000 450,000 565,000 525,000 2,040,000 500,000 450,000 565,000 525,000 2,040,000 0 0 0 0 0 No changes00833 BUILDING ENVELOPE IMPROVEMENTS ON CITY STRUCTURES 2,000,000 1,000,000 1,000,000 1,000,000 5,000,000 2,000,000 1,000,000 1,000,000 1,000,000 5,000,000 0 0 0 0 0 No changes00838 LIBRARY FACILITY MAINTENANCE AND IMPROVEMENT 0 150,000 0 0 150,000 150,000 0 150,000 0 300,000 150,000 (150,000) 150,000 0 150,000 Planning of expansion of public restrooms at Library 1st floor00851 CITY HALL MASTER PROJECT 285,000 535,000 540,000 300,000 1,660,000 285,000 535,000 540,000 300,000 1,660,000 0 0 0 0 0 No changesTotal by FundTotal by FundTotal by FundTotal by FundTotal by Fund 44 CHANGES FROM PRIOR YEAR APPROVED PLAN
FY 25-26
Planned
FY 26-27
Planned
FY 27-28
Planned
FY 28-29
Planned
Four-Year
Total
FY 25-26
Proposed
FY 26-27
Planned
FY 27-28
Planned
FY 28-29
Planned
Four-Year
Total FY 25-26 FY 26-27 FY 27-28 FY 28-29 Four-Year Total Change Notes FY 2024-25 Adopted CIP Budget FY 2025-26 Proposed CIP Budget Change from Prior Year Approved Plan CIP # / Project Name
405 - Capital Assets (Continued)
00854 SOUTHEAST ENHANCEMENTS 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 No changes00881 336 FOOTHILL ROAD 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 No changes00888 GENERAL BUILDING AND SITE IMPROVEMENTS 0 0 0 150,000 150,000 0 150,000 0 150,000 300,000 0 150,000 0 0 150,000 Improvements to Cable TV office00890 PUBLIC WORKS WAREHOUSE SPACE 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 No changes00893 PUBLIC WORKS CAMPUS 00000 500,000 1,000,000 1,000,000 1,000,000 3,500,000 500,000 1,000,000 1,000,000 1,000,000 3,500,000 Planning for improvements at 9268 W. 3rd Street 00895 GPS PARKING ENFORCEMENT UNIT 0 65,000 0 0 65,000 0 65,000 0 0 65,000 0 0 0 0 0 No changes00896 PUBLIC WORKS ASSET MANAGEMENT SYSTEM 00000 10,000 10,000 10,000 10,000 40,000 10,000 10,000 10,000 10,000 40,000 Funds added for Infor enhancements 00900 AMERICANS WITH DISABILITIES ACT (ADA) COMPLIANCE 150,000 150,000 150,000 200,000 650,000 150,000 150,000 150,000 200,000 650,000 0 0 0 0 0 No changes00914 PARK FACILITIES RENOVATION - ROXBURY PARK 0 50,000 0 0 50,000 0 50,000 0 0 50,000 0 0 0 0 0 No changes00918 PARCELS 12 AND 13 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 No changes 00922 REPLACE UPS EQUIPMENT 0 50,000 50,000 75,000 175,000 1,000,000 50,000 50,000 75,000 1,175,000 1,000,000 0 0 0 1,000,000 Replacement of UPS #2 at Data Center00933 POLICE FACILITY UPGRADES 750,000 500,000 1,000,000 1,000,000 3,250,000 3,050,000 500,000 1,100,000 1,100,000 5,750,000 2,300,000 0 100,000 100,000 2,500,000 Design and construction of Metro Public Safety Center kiosk00937 CITY ELEVATOR REPLACEMENT AND UPGRADES 210,000 250,000 250,000 200,000 910,000 350,000 150,000 350,000 150,000 1,000,000 140,000 (100,000) 100,000 (50,000) 90,000 Next group of elevator modernization 10,089,000 11,288,000 11,525,000 10,045,000 42,947,000 12,089,000 9,898,000 10,535,000 11,180,000 43,702,000 2,000,000 (1,390,000) (990,000) 1,135,000 755,000 410 - Information Technology
00329 IT EQUIPMENT REPLACEMENT PROGRAM 1,700,000 1,700,000 1,700,000 1,700,000 6,800,000 1,700,000 1,700,000 1,700,000 1,700,000 6,800,000 0 0 0 0 0 No changes00334 EGOV INITIATIVE 500,000 500,000 500,000 500,000 2,000,000 500,000 500,000 500,000 500,000 2,000,000 0 0 0 0 0 No changes00335 DOCUMENT IMAGING 600,000 0 0 0 600,000 600,000 600,000 0 0 1,200,000 0 600,000 0 0 600,000 Continued digitization of historical records, system upgrades, and improved public access00336 FINANCIAL AND HUMAN RESOURCES SOFTWARE 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 No changes00339 PUBLIC SAFETY CAD/RMS SYSTEM 100,000 100,000 100,000 100,000 400,000 100,000 100,000 100,000 100,000 400,000 0 0 0 0 0 No changes00342 COMMUNITY SECURITY ENHANCEMENTS (CCTV/ALPR) 2,500,000 2,500,000 2,500,000 2,500,000 10,000,000 2,500,000 2,500,000 2,500,000 2,500,000 10,000,000 0 0 0 0 0 No changes00347 ENHANCED NETWORK SECURITY/DISASTER RECOVERY 100,000 100,000 100,000 100,000 400,000 100,000 100,000 100,000 100,000 400,000 0 0 0 0 0 No changes00348 MISCELLANEOUS TECHNOLOGY PROJECTS 50,000 50,000 50,000 50,000 200,000 50,000 50,000 50,000 50,000 200,000 0 0 0 0 0 No changes00856 TELEPHONE SYSTEM ENHANCEMENTS 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 No changes00859 RADIO INFRASTRUCTURE 500,000 500,000 500,000 500,000 2,000,000 500,000 500,000 500,000 500,000 2,000,000 0 0 0 0 0 No changes00883 MUNICIPAL AREA NETWORK (MAN) 900,000 900,000 900,000 500,000 3,200,000 900,000 900,000 900,000 500,000 3,200,000 0 0 0 0 0 No changes00901 VIDEO PRODUCTION EQUIPMENT REPLACEMENT 200,000 200,000 200,000 200,000 800,000 200,000 200,000 200,000 200,000 800,000 0 0 0 0 0 No changes 7,150,000 6,550,000 6,550,000 6,150,000 26,400,000 7,150,000 7,150,000 6,550,000 6,150,000 27,000,000 0 600,000 0 0 600,000 490 - Vehicle Replacement
00355 ELECTRIC VEHICLE CHARGING INFRASTRUCTURE 100,000 100,000 100,000 100,000 400,000 100,000 100,000 100,000 100,000 400,000 0 0 0 0 0 No changes00840 CNG FUELING STATION 250,000 200,000 200,000 200,000 850,000 250,000 200,000 200,000 200,000 850,000 0 0 0 0 0 No changes00895 GPS PARKING ENFORCEMENT UNIT 0 240,000 0 0 240,000 0 240,000 0 0 240,000 0 0 0 0 0 No changes00960 EMERGENCY GENERATOR REPLACEMENT 0 250,000 250,000 0 500,000 0 250,000 250,000 0 500,000 0 0 0 0 0 No changes08502 VEHICLE REPLACEMENT PROGRAM 3,500,000 3,500,000 3,500,000 3,500,000 14,000,000 3,500,000 3,500,000 3,500,000 3,500,000 14,000,000 0 0 0 0 0 No changes 3,850,000 4,290,000 4,050,000 3,800,000 15,990,000 3,850,000 4,290,000 4,050,000 3,800,000 15,990,000 0 0 0 0 0 Total by FundTotal by FundTotal by Fund
45 CHANGES FROM PRIOR YEAR APPROVED PLAN
FY 25-26
Planned
FY 26-27
Planned
FY 27-28
Planned
FY 28-29
Planned
Four-Year
Total
FY 25-26
Proposed
FY 26-27
Planned
FY 27-28
Planned
FY 28-29
Planned
Four-Year
Total FY 25-26 FY 26-27 FY 27-28 FY 28-29 Four-Year Total Change Notes FY 2024-25 Adopted CIP Budget FY 2025-26 Proposed CIP Budget Change from Prior Year Approved Plan CIP # / Project Name
600 - Infrastructure
00050 SUBWAY MITIGATION 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 No changes00055 TRAFFIC CALMING / MANAGEMENT 550,000 600,000 650,000 700,000 2,500,000 100,000 200,000 200,000 700,000 1,200,000 (450,000) (400,000) (450,000) 0 (1,300,000) To address the current fiscal environment and align with project implementation timeline00100 COMPLETE STREETS 1,500,000 1,550,000 1,600,000 650,000 5,300,000 1,500,000 1,550,000 1,600,000 650,000 5,300,000 0 0 0 0 0 No changes00195 STREET AND SIDEWALK IMPROVEMENTS 2,250,000 2,500,000 3,000,000 3,250,000 11,000,000 2,250,000 2,500,000 3,000,000 3,250,000 11,000,000 0 0 0 0 0 No changes00210 TRAFFIC SIGNAL SYSTEM UPGRADES 650,000 650,000 650,000 700,000 2,650,000 650,000 650,000 650,000 700,000 2,650,000 0 0 0 0 0 No changes00229 SIREN SYSTEM CITYWIDE 00000 200,000 0 0 0 200,000 200,000 0 0 0 200,000 Design enhancement and final construction costs00485 BEVERLY GARDENS PARK 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 No changes00630 STREET LIGHT AND SIGNAL POLE REPLACEMENT 2,500,000 2,700,000 3,000,000 3,250,000 11,450,000 1,000,000 2,000,000 3,000,000 3,000,000 9,000,000 (1,500,000) (700,000) 0 (250,000) (2,450,000) To address the current fiscal environment and align with project implementation timeline 00635 CITYWIDE LIGHTING AND DÉCOR 3,500,000 3,500,000 3,500,000 3,750,000 14,250,000 2,800,000 2,800,000 2,800,000 3,000,000 11,400,000 (700,000) (700,000) (700,000) (750,000) (2,850,000) Cessation of holiday-themed projections on City Hall to address the current fiscal environment00720 WILSHIRE BLVD SUBWAY STREETSCAPE 1,500,000 1,300,000 0 0 2,800,000 1,500,000 1,300,000 0 0 2,800,000 0 0 0 0 0 No changes00725 METRO RODEO STATION NORTH PORTAL 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 No changes00740 STREETSCAPE IMPROVEMENTS 0 0 0 925,000 925,000 0 0 0 925,000 925,000 0 0 0 0 0 No changes00863 STREET SIGN AND STRIPING 1,000,000 1,000,000 1,000,000 1,000,000 4,000,000 1,000,000 1,000,000 1,000,000 1,000,000 4,000,000 0 0 0 0 0 No changes00864 URBAN DESIGN / STREETSCAPE 00000 2,000,000 0 0 0 2,000,000 2,000,000 0 0 0 2,000,000 Rodeo Drive Phase 2 bollards00896 PUBLIC WORKS ASSET MANAGEMENT SYSTEM 10,000 10,000 0 0 20,000 10,000 10,000 10,000 10,000 40,000 0 0 10,000 10,000 20,000 Funds added for Infor enhancements00960 EMERGENCY GENERATOR REPLACEMENT 0 300,000 0 0 300,000 0 300,000 0 0 300,000 0 0 0 0 0 No changes 13,460,000 14,110,000 13,400,000 14,225,000 55,195,000 13,010,000 12,310,000 12,260,000 13,235,000 50,815,000 (450,000) (1,800,000) (1,140,000) (990,000) (4,380,000) 800 - Water Enterprise
00195 STREET AND SIDEWALK IMPROVEMENTS 550,000 600,000 650,000 700,000 2,500,000 550,000 600,000 650,000 700,000 2,500,000 0 0 0 0 0 No changes00225 WELL REHAB AND GROUNDWATER DEVELOPMENT 375,000 325,000 400,000 440,000 1,540,000 0 0 200,000 200,000 400,000 (375,000) (325,000) (200,000) (240,000) (1,140,000) Application of carryover funds towards upcoming projects 00230 WATER CONSERVATION PROGRAM 10,500 10,500 10,500 10,500 42,000 10,500 10,500 10,500 10,500 42,000 0 0 0 0 0 No changes00387 WATER MAIN AND HYDRANT REPLACEMENT 4,000,000 3,500,000 4,370,000 4,000,000 15,870,000 4,000,000 500,000 4,000,000 500,000 9,000,000 0 (3,000,000) (370,000) (3,500,000) (6,870,000) To align with project design and construction timelines00397 WATER MASTER PLAN 1,000,000 0 0 0 1,000,000 1,000,000 0 0 0 1,000,000 0 0 0 0 0 No changes00647 LAND ACQUISITION 00000 733,025 0 0 0 733,025 733,025 0 0 0 733,025 Additional funding for property acquisition for new water well site00669 WATER METER REPLACEMENT 1,750,000 2,000,000 500,000 500,000 4,750,000 1,750,000 1,006,100 1,006,100 574,200 4,336,400 0 (993,900) 506,100 74,200 (413,600) With the introduction of a variable component in the Wastewater rates that relies on Advanced Metering Infrastructure (AMI) data, AMI project costs have been allocated between the Water and Wastewater Enterprises 00795 WATER TREATMENT PLANT REPLACEMENT AND REPAIR 250,000 250,000 6,000,000 250,000 6,750,000 250,000 250,000 1,000,000 2,000,000 3,500,000 0 0 (5,000,000) 1,750,000 (3,250,000) Amortize reserve funding for water treatment plant upgrade over three year period00796 RESERVOIR REPLACEMENT AND PUMP STATION REHAB 700,000 700,000 700,000 700,000 2,800,000 1,300,000 3,900,000 700,000 700,000 6,600,000 600,000 3,200,000 0 0 3,800,000 Funding for the Cabrillo Forebay and Pump Station Project 00896 PUBLIC WORKS ASSET MANAGEMENT SYSTEM 10,000 10,000 10,000 10,000 40,000 10,000 10,000 10,000 10,000 40,000 0 0 0 0 0 No changes00916 LA BREA BASIN WELL DEVELOPMENT (WEP) 1,750,000 1,750,000 0 0 3,500,000 1,350,000 1,750,000 0 0 3,100,000 (400,000) 0 0 0 (400,000) Project funding need covered by Water Supply Fee Fund 10,395,500 9,145,500 12,640,500 6,610,500 38,792,000 10,953,525 8,026,600 7,576,600 4,694,700 31,251,425 558,025 (1,118,900) (5,063,900) (1,915,800) (7,540,575) 801 - Water Capacity Fee
00225 WELL REHAB AND GROUNDWATER DEVELOPMENT 150,000 150,000 150,000 150,000 600,000 0 0 150,000 150,000 300,000 (150,000) (150,000) 0 0 (300,000) Project funding need covered by Water Enterprise Fund00681 SYSTEMWIDE WATER CAPACITY UPGRADES 780,300 780,300 780,300 780,300 3,121,200 930,000 930,000 780,000 780,000 3,420,000 149,700 149,700 (300) (300) 298,800 Funding for the Cabrillo Forebay and Pump Station Project 930,300 930,300 930,300 930,300 3,721,200 930,000 930,000 930,000 930,000 3,720,000 (300) (300) (300) (300) (1,200) Total by FundTotal by FundTotal by Fund
46 CHANGES FROM PRIOR YEAR APPROVED PLAN
FY 25-26
Planned
FY 26-27
Planned
FY 27-28
Planned
FY 28-29
Planned
Four-Year
Total
FY 25-26
Proposed
FY 26-27
Planned
FY 27-28
Planned
FY 28-29
Planned
Four-Year
Total FY 25-26 FY 26-27 FY 27-28 FY 28-29 Four-Year Total Change Notes FY 2024-25 Adopted CIP Budget FY 2025-26 Proposed CIP Budget Change from Prior Year Approved Plan CIP # / Project Name
802 - Water Supply Fee
00225 WELL REHAB AND GROUNDWATER DEVELOPMENT 400,000 450,000 450,000 450,000 1,750,000 0 450,000 450,000 450,000 1,350,000 (400,000) 0 0 0 (400,000) Project funding need covered by Water Enterprise Fund00916 LA BREA BASIN WELL DEVELOPMENT (WEP) 00000 400,000 0 0 0 400,000 400,000 0 0 0 400,000 Funding shift from Water Enterprise Fund 400,000 450,000 450,000 450,000 1,750,000 400,000 450,000 450,000 450,000 1,750,000 0 0 0 0 0 810 - Parking Enterprise
00349 TENANT IMPROVEMENT PROGRAM 650,000 650,000 650,000 150,000 2,100,000 650,000 650,000 650,000 150,000 2,100,000 0 0 0 0 0 No changes00355 ELECTRIC VEHICLE CHARGING INFRASTRUCTURE 1,250,000 500,000 500,000 500,000 2,750,000 1,350,000 500,000 500,000 500,000 2,850,000 100,000 0 0 0 100,000 Design and construction of EV Level 2 chargers at various parking structures 00713 REPAINT CITY BUILDINGS 475,000 500,000 500,000 300,000 1,775,000 0 500,000 300,000 300,000 1,100,000 (475,000) 0 (200,000) 0 (675,000) To address the current fiscal environment and align with project implementation timeline. 00785 PARKING REVENUE CONTROL SYSTEM UPGRADE 275,000 275,000 275,000 275,000 1,100,000 275,000 275,000 275,000 275,000 1,100,000 0 0 0 0 0 No changes00786 PARKING PROGRAM UPGRADES AND IMPROVEMENTS 1,000,000 1,500,000 1,500,000 1,500,000 5,500,000 2,000,000 1,500,000 1,500,000 1,500,000 6,500,000 1,000,000 0 0 0 1,000,000 Planning for seismic upgrades at two parking structures00811 MAJOR BUILDING SYSTEMS MAINTENANCE AND REPLACEMENT 3,000,000 4,750,000 4,500,000 2,000,000 14,250,000 0 4,000,000 3,500,000 2,000,000 9,500,000 (3,000,000) (750,000) (1,000,000) 0 (4,750,000) To address the current fiscal environment and align with project implementation timeline 00815 MISCELLANEOUS AND UNPLANNED CONSTRUCTION PROJECTS 300,000 300,000 300,000 300,000 1,200,000 250,000 250,000 250,000 250,000 1,000,000 (50,000) (50,000) (50,000) (50,000) (200,000) To address the current fiscal environment and align with project implementation timeline00896 PUBLIC WORKS ASSET MANAGEMENT SYSTEM 00000 10,000 10,000 0 0 20,000 10,000 10,000 0 0 20,000 Funds added for Infor enhancements 00911 PARKING METER INFRASTRUCTURE 1,215,000 200,000 250,000 250,000 1,915,000 1,215,000 200,000 250,000 250,000 1,915,000 0 0 0 0 0 No changes00936 PARKING FACILITY CONCRETE REHAB AND WATERPROOFING 3,000,000 3,250,000 3,500,000 1,500,000 11,250,000 2,250,000 2,250,000 2,500,000 1,500,000 8,500,000 (750,000) (1,000,000) (1,000,000) 0 (2,750,000) Reallocated to Fund 130 - In-Lieu Parking District: Pre-design of slab repair at 242 N. Beverly Drive / 241 N. Cañon Drive parking structure 00937 CITY ELEVATOR REPLACEMENT AND UPGRADES 400,000 450,000 400,000 200,000 1,450,000 650,000 450,000 400,000 200,000 1,700,000 250,000 0 0 0 250,000 Design of wheelchair lifts replacement at the Santa Monica 5 parking structure 11,565,000 12,375,000 12,375,000 6,975,000 43,290,000 8,650,000 10,585,000 10,125,000 6,925,000 36,285,000 (2,915,000) (1,790,000) (2,250,000) (50,000) (7,005,000) 830 - Solid Waste Enterprise
00195 STREET AND SIDEWALK IMPROVEMENTS 500,000 500,000 500,000 500,000 2,000,000 500,000 500,000 500,000 500,000 2,000,000 0 0 0 0 0 No changes00240 ZERO WASTE PROGRAM 51,500 51,500 51,500 51,500 206,000 50,000 50,000 50,000 50,000 200,000 (1,500) (1,500) (1,500) (1,500) (6,000) Rounding adjustment00896 PUBLIC WORKS ASSET MANAGEMENT SYSTEM 10,000 10,000 10,000 10,000 40,000 10,000 10,000 10,000 10,000 40,000 0 0 0 0 0 No changes 561,500 561,500 561,500 561,500 2,246,000 560,000 560,000 560,000 560,000 2,240,000 (1,500) (1,500) (1,500) (1,500) (6,000) 840 - Wastewater Enterprise
00066 SEWER SYSTEM REPAIRS 1,500,000 2,500,000 2,500,000 2,500,000 9,000,000 1,500,000 2,500,000 2,500,000 2,500,000 9,000,000 0 0 0 0 0 No changes00197 HYPERION PLANT 2,646,610 2,896,505 3,000,000 3,000,000 11,543,115 2,646,610 2,896,505 3,000,000 3,000,000 11,543,115 0 0 0 0 0 No changes00397 WATER MASTER PLAN 00000 250,000 0 0 0 250,000 250,000 0 0 0 250,000 Wastewater portion of the Integrated Water Resources Master Plan update. 00669 WATER METER REPLACEMENT 00000 0 4,045,200 4,045,200 425,900 8,516,300 0 4,045,200 4,045,200 425,900 8,516,300 With the introduction of a variable component in the Wastewater rates that relies on Advanced Metering Infrastructure (AMI) data, AMI project costs have been allocated between the Water and Wastewater Enterprises 00896 PUBLIC WORKS ASSET MANAGEMENT SYSTEM 10,000 10,000 10,000 10,000 40,000 10,000 10,000 10,000 10,000 40,000 0 0 0 0 0 No changes 4,156,610 5,406,505 5,510,000 5,510,000 20,583,115 4,406,610 9,451,705 9,555,200 5,935,900 29,349,415 250,000 4,045,200 4,045,200 425,900 8,766,300 Total by FundTotal by FundTotal by FundTotal by Fund
47 CHANGES FROM PRIOR YEAR APPROVED PLAN
FY 25-26
Planned
FY 26-27
Planned
FY 27-28
Planned
FY 28-29
Planned
Four-Year
Total
FY 25-26
Proposed
FY 26-27
Planned
FY 27-28
Planned
FY 28-29
Planned
Four-Year
Total FY 25-26 FY 26-27 FY 27-28 FY 28-29 Four-Year Total Change Notes FY 2024-25 Adopted CIP Budget FY 2025-26 Proposed CIP Budget Change from Prior Year Approved Plan CIP # / Project Name
850 - Stormwater Enterprise
00260 STORM WATER REHABILITATION PROGRAM 00000 180,000 30,000 30,000 30,000 270,000 180,000 30,000 30,000 30,000 270,000 Catch basin repairs00270 BALLONA CREEK MS4 COMPLIANCE 2,000,000 2,000,000 2,000,000 2,000,000 8,000,000 1,763,000 1,413,000 1,413,000 3,863,000 8,452,000 (237,000) (587,000) (587,000) 1,863,000 452,000 Reassessment of funding needs for key CIP 270 projects including Roxbury Memorial Park Subsurface Storage and the Time Schedule Order Watershed Cost Sharing (regulatory requirement). 00553 STORM DRAIN AND COMPLIANCE (WITH TMDL) 50,000 100,000 10,000 0 160,000 00000 (50,000) (100,000) (10,000) 0 (160,000) Merged into CIP 27000896 PUBLIC WORKS ASSET MANAGEMENT SYSTEM 0 10,000 0 10,000 20,000 0 10,000 0 10,000 20,000 0 0 0 0 0 No changes 2,050,000 2,110,000 2,010,000 2,010,000 8,180,000 1,943,000 1,453,000 1,443,000 3,903,000 8,742,000 (107,000) (657,000) (567,000) 1,893,000 562,000 Grand Total 70,634,910 73,926,805 76,050,800 65,077,300 285,689,815 79,791,635 71,969,305 70,323,300 65,273,600 287,357,840 9,156,725 (1,957,500) (5,727,500) 196,300 1,668,025Note: The above schedule excludes the Project Management costs shown on the other CIP summary schedules.Total by Fund 48 WILSHIRE BLVD

BEVERWIL DR

N LA CIENEGA BLVD

GREGORY WY

LAUREL WY

BEVERLY BLVD

N ROBERTSON BLVD

W OLYMPIC BLVD

N PALM DR

DAYTON WY

SUNSET BLVD

SANTA MONICA BLVD

DOHENY RD

S BEDFORD DR

HILLGREENDR

N DOHENY DR

N REXFORD DR

CARMELITA AV

N BEVERLY DR

S LA CIENEGA BLVD

WHITTIER DR

LEXINGTON RD

N MAPLE DR

WHITWORTH DR

ANGELO DR

S REEVES DR

S BEVERLY DR

MOUNTAIN DR

LOMA VISTA DR
W 3RD ST

S CAMDEN DR

ALDEN DR

S PECK DR

S ROBERTSON BLVD

W SUNSET BLVD

N OAKHURST DR

N PALM DR

N MAPLE DR

S LA CIENEGA BLVD

FOOTH LI L RD

SCHUYLER RD

N ALPINE DR

BENEDICT CANYON DR

S RODEO DR

BURTON WY

CLIFTON WY

MELROSE AV

CHARLEVILLE BLVD

WALDEN DR GREGORY WY

LOMITAS AV

TRENTON DR

TOWER RD

N SWALL DR

S ROXBURY DR

N LA PEER DR

N ALMONT DR

N WETHERLY DR

N DOHENY DR

S MCCARTY DR

MORENO DR

N CLARK DR

N ROXBURY DR

N BEDFORD DR

N CAMDEN DR

N RODEO DR

S EL CAMINO DR

N CRESCENT DR

ELEVADO AV

S ROBERTSON BLVD

S CLARK DR

S DOHENY DR

S OAKHURST DR

S CRESCENT DR

S PALM DR

S ELM DR

S REXFORD DR

S MAPLE DR

S SWALL DR

S WETHERLY DR

S CANON DR

S ALMONT DR

S LA PEER DR

S SPALDING DR

S LINDEN DR

WOODLAND DR

N FOOTHILL RD

BRIGHTON WY

CARLA RDGE

ARKELL DR

S SANTA MONICA BLVD CIVIC CENTER DR

W SUNSET BLVD

W OLYMPIC BLVD

LASKY DR

HARTFORD WY

CINTHIA ST

COLDWATER CANYON DR

N SIERRA DR

N HAM LI TON DR

N CANON DR

N HILLCREST RD

N LINDEN DR

N HILLCREST RD

MAR LI Y N DR

N ALTA DR

N ARDEN DR

N ELM DR

DURANT DR

S CARSON RD

C ALLEVISTA DR

SU M MIT DR

N OAKHURST DR

PARK WY

S WILLAMAN DR

N ELM DR

COLDW AT ERC A NYO N BRID LEPTH

S HAMEL DR

S LE DOUX RD

EVELYN PL

SHA DOW HILL WY

CASTLE PL

N GALE DR

WALLACE RDGE

LADERA DR

TOWER DR

S GALE DR

N HAMEL DR

HAYNES AV

TRO U SDALE PL

SAN YSIDRO DR

NORMA PL

ROBERT LN

N CARSON RD

COVE WY

N STANLEY DR

HEATH AV

M A R T I N LN

N LE DOUX RD

N LA CIENEGA BLVD

GREENWAY DR

CHALETTE DR
City of Beverly Hills, California
FY 2025-26 Proposed Capital Improvement Projects (CIP)
CIP Category
Building/ Facility
Equipment
Infrastructure
Land
Other
City Boundary
E
For interactive view of this map visit
(upon the proposed budget approval):
https://gis.beverlyhills.org/VBH/CIP/
0 0.175 0.35 0.7
Miles
This map is for informational purposes. No Warranties of any kind with respect to the accuracy of the information or data furnished herein.

Some projects have been referrenced to the location of the responsible department.

Data and Map by: City of Beverly Hills - Infromation Technology - GIS 455 N. Rexford Dr. Beverly Hills, CA 90210 - April 18, 2025 49 50
Capital Improvement Budget
CIP Detail
51 52
Project Manager: Daren Grilley, Assistant Director of Public Works/City Engineer Project Department: Public WorksOther Departments: All Departments Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 600 - Infrastructure 3,875,886 - - - - - 3,875,886
Project Total 3,875,886 - - - - - 3,875,886
Fund
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
600 - Infrastructure 3,911,484 - - 3,911,484 35,598 3,875,886 Project Total 3,911,484 - - 3,911,484 35,598 3,875,886

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET
CIP No: 00050 SUBWAY MITIGATION

DESCRIPTION
Development and implementation of mitigation measures to reduce the impact on theresidents and businesses in the City of Beverly Hills of the D Line Subway Extension project andoperation.

PROJECT INFORMATION
STATUS
Staff will continue to monitor work activities associated with both sections of the project. This CIP is to cover mitigation measures beyond what iscovered by Metro. 53 Project Manager: Daren Grilley, Assistant Director of Public Works/City Engineer Project Department: Public WorksOther Departments: None Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 600 - Infrastructure 1,585,447 100,000 200,000 200,000 700,000 700,000 3,485,447 Project Total 1,585,447 100,000 200,000 200,000 700,000 700,000 3,485,447 Fund
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
600 - Infrastructure 1,078,297 525,000 - 1,603,297 17,850 1,585,447 Project Total 1,078,297 525,000 - 1,603,297 17,850 1,585,447

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET
CIP No: 00055 TRAFFIC CALMING / MANAGEMENT
STATUS
Since approval of the Neighborhood Traffic Calming Program in November 2023, the City has received almost 20 individual requests from residents forthe implementation of various traffic calming strategies on streets. The evaluation and implementation of these strategies will be funded by this CIP.

DESCRIPTION
The Neighborhood Traffic Calming Program serves as a guide for residents who wish to implement trafficcalming measures to reduce excessive vehicle speeding and cut-through traffic in residential areas such asspeed humps, traffic control devices/signage, or traffic circles.

PROJECT INFORMATION
54 Project Manager: Robert Welch, Utilities General Manager Project Department: Public WorksOther Departments: None Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 840 - Wastewater Enterprise 21,202,914 1,500,000 2,500,000 2,500,000 2,500,000 2,000,000 32,202,914 Project Total 21,202,914 1,500,000 2,500,000 2,500,000 2,500,000 2,000,000 32,202,914 Fund
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
840 - Wastewater Enterprise 19,354,057 1,865,000 - 21,219,057 16,143 21,202,914Project Total 19,354,057 1,865,000 - 21,219,057 16,143 21,202,914

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET
CIP No: 00066 SEWER SYSTEM REPAIRS
STATUS
A sewer rehabilitation project is scheduled to begin in FY 2024-25 with ongoing work to continue through FY 2025-26. Additional planning for sewerrehabilitation and improvement will continue in FY 2025-26 including assessments of sewer capacities and relocation in the City’s key trunklines.

DESCRIPTION
This project provides funding for enhancement of the sanitary sewer conveyance system throughout the Cityof Beverly Hills, including sewer capacity upgrades, sewer lining, and repairs. The scope of work also includes realigning critical sewer connections to the City of Los Angeles to prevent overflow, increasing the capacity ofsewer trunk lines, and conducting the inspection and rehabilitation of sewers within both the public right-ofway and easements. This ongoing infrastructure improvement project involves the replacement of aging anddeteriorated sewer pipes, relining of existing sewers to extend their lifespan, rehabilitation of sanitary sewer manholes to enhance structural integrity, and strategic capacity upgrades to improve system efficiency andaccommodate future demand. These efforts ensure the continued reliability, safety, and performance of theCity's wastewater infrastructure.

PROJECT INFORMATION
55 Project Manager: Daren Grilley, Assistant Director of Public Works/City Engineer Project Department: Public WorksOther Departments: None Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 160 - Parks and Recreation Facilities 6,332,282 - 1,500,000 1,500,000 1,500,000 1,500,000 12,332,282 Project Total 6,332,282 - 1,500,000 1,500,000 1,500,000 1,500,000 12,332,282 Fund
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
160 - Parks and Recreation Facilities 5,703,277 1,500,000 (560,000) 6,643,277 310,995 6,332,282 Project Total 5,703,277 1,500,000 (560,000) 6,643,277 310,995 6,332,282

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET
CIP No: 00089 STREET TREE REMOVAL AND REPLACEMENT

DESCRIPTION
This project provides funding for the ongoing removal and replacement of public trees due tothe decline or damage of the existing stock, per the adopted Street Tree Master Plan and inaccordance with the Urban Forest Management Plan (UFMP).

PROJECT INFORMATION
STATUS
The Urban Forest Management Plan (UFMP) has been completed and staff is working on implementing its various recommendations. Tree removal and replacement is an ongoing program. The City Arborist is currently working with property owners on several new Street Tree MasterPlan components following established practices, including public outreach and consultation with the Public Works Commission. 56 Project Manager: Daren Grilley, Assistant Director of Public Works/City Engineer Project Department: Public WorksOther Departments: None Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 240 - Air Quality Improvement 47,890 - - - - - 47,890
600 - Infrastructure 3,374,910 1,500,000 1,550,000 1,600,000 650,000 700,000 9,374,910 Project Total 3,422,800 1,500,000 1,550,000 1,600,000 650,000 700,000 9,422,800 Fund
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
240 - Air Quality Improvement 54,147 - - 54,147 6,257 47,890 600 - Infrastructure 2,132,261 1,500,000 - 3,632,261 257,351 3,374,910 Project Total 2,186,408 1,500,000 - 3,686,408 263,608 3,422,800

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET
CIP No: 00100 COMPLETE STREETS

DESCRIPTION
Implementation of the Complete Streets Plan priority projects and programs that will improvesafety and mobility for all road users including pedestrians, bicyclists, transit riders, andmotorists. Sample projects include first/last mile connections to the future subway stations,pedestrian signals, raised crosswalks, and driver safety enhancements.

PROJECT INFORMATION
STATUS
Continue implementation of elements of the Complete Streets Plan as approved by Council. Current projects include designs for raised crosswalks at all right-turn slip lanes and remaining intersections along the bridle trail; enhanced crosswalks at the intersections of Beverly/Cañon/Lomitas, Gregory/Robertson, Wilshire between Wetherly and Almont, and one location on Coldwater Canyon Drive; and modifications to the traffic calmingdemonstration on Clifton Way. 57 Project Manager: Stephanie Harris, Director of Community Services Project Department: Community ServicesOther Departments: None Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 160 - Parks and Recreation Facilities 177,848 45,000 45,000 35,000 50,000 - 352,848 Project Total 177,848 45,000 45,000 35,000 50,000 - 352,848 Fund
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
160 - Parks and Recreation Facilities 182,942 35,000 - 217,942 40,094 177,848 Project Total 182,942 35,000 - 217,942 40,094 177,848

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET
CIP No: 00150 DOG PARK

DESCRIPTION
Ongoing maintenance and/or community needs in the Beverly Hills Dog Park.

PROJECT INFORMATION
STATUS
Project is complete but additional amenities and upgrades will be ongoing. A preliminary design of permanent shade structures has been completed.Installation of artificial turf is on hold pending the City’s determination about legislation of its use. Coated iron fencing will continue to be evaluatedand repaired or replaced, as needed. 58 Project Manager: Ryan Gohlich, Assistant City Manager Project Department: Policy and ManagementOther Departments: None Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 210 - Affordable Housing 383,462 - - - - - 383,462
Project Total 383,462 - - - - - 383,462
Fund
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
210 - Affordable Housing 443,345 - - 443,345 59,883 383,462 Project Total 443,345 - - 443,345 59,883 383,462

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET
CIP No: 00170 AFFORDABLE HOUSING DEVELOPMENT

DESCRIPTION
This project will fund planning and pre-development costs including consultant fees andfinancial analysis incurred by the City for a potential future affordable housing project.

PROJECT INFORMATION
STATUS
The City is assessing options to locate housing projects on properties as identified in the Housing Element and elsewhere in Beverly Hills. As of April2025, the City is conducting a site-specific seismic fault investigation study of City-owned property at 330-350 Foothill Road to assist with siting of a potential affordable project on that property. Additionally, staff is assessing options for affordable housing development at the Gale Yard. 59 Project Manager: Daren Grilley, Assistant Director of Public Works/City Engineer Project Department: Public WorksOther Departments: None Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 120 - State Gas Tax 930,000 4,187,912 925,000 925,000 975,000 1,025,000 8,967,912 121 - Road Maintenance and Rehabilitation Account 775,000 2,020,058 800,000 825,000 850,000 900,000 6,170,058 310 - Prop C Local Transit 450,000 1,738,760 475,000 500,000 525,000 525,000 4,213,760 330 - Measure R Local Transit 300,000 - 300,000 300,000 300,000 300,000 1,500,000 340 - Measure M Local Transit 300,000 - 300,000 300,000 300,000 300,000 1,500,000 600 - Infrastructure 2,250,000 11,383,045 2,500,000 3,000,000 3,250,000 3,500,000 25,883,045 800 - Water Enterprise 550,000 241,070 600,000 650,000 700,000 700,000 3,441,070 830 - Solid Waste Enterprise 500,000 721,219 500,000 500,000 500,000 500,000 3,221,219 Project Total 20,292,064 6,055,000 6,400,000 7,000,000 7,400,000 7,750,000 54,897,064 Fund Carryovers from
FY 2023-24
FY 2024-25
Adopted Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
120 - State Gas Tax 825,000 3,168,376 224,362 4,217,738 29,826 4,187,912 121 - Road Maintenance and Rehabilitation Account 750,000 2,851,967 - 3,601,967 1,581,909 2,020,058 310 - Prop C Local Transit 425,000 1,800,000 - 2,225,000 486,240 1,738,760 600 - Infrastructure 2,000,000 11,129,457 5,929 13,135,386 1,752,341 11,383,045 800 - Water Enterprise 500,000 429,998 - 929,998 688,928 241,070 830 - Solid Waste Enterprise 500,000 2,223,391 - 2,723,391 2,002,172 721,219 Project Total 21,603,189 5,000,000 230,291 26,833,480 6,541,416 20,292,064 CIP No: 00195 STREET AND SIDEWALK IMPROVEMENTS
STATUS
The rehabilitation of Coldwater Canyon started in the second quarter of FY 2024-25 and is scheduled to be completed in FY 2024-25. The Street and Alley Improvements FY24/25 Project is startingin the third quarter of FY 2024-25 and is focused on repaving 25 streets and alleys. Both projects are planned to be completed by the end of 2026. Additional sidewalk and pavement repair projectsare scheduled to commence during FY 2025-26, including Phase 2 of the Robertson Boulevard sidewalk repair project.

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET
The Street and Sidewalk Improvements Program is a comprehensive initiative aimed at ensuring the long-term maintenance and safety of theCity's roadway pavements and sidewalks. This program encompasses a range of projects designed to maintain streets and sidewalks inoptimal condition. Activities include ongoing repair, resurfacing, and reconstruction projects. Projects are identified and prioritizedstrategically through scheduled condition assessments of pavement and sidewalk conditions, and utilization of a Pavement ManagementProgram and Sidewalk Inspection and Repair Policy. Additionally, this program includes pavement repairs necessitated by water systememergencies and service installations.

DESCRIPTION

PROJECT INFORMATION
60 Project Manager: Robert Welch, Utilities General Manager Project Department: Public WorksOther Departments: None Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 840 - Wastewater Enterprise 6,770,068 2,646,610 2,896,505 3,000,000 3,000,000 3,000,000 21,313,183 Project Total 6,770,068 2,646,610 2,896,505 3,000,000 3,000,000 3,000,000 21,313,183 Fund
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
840 - Wastewater Enterprise 5,965,475 2,478,825 - 8,444,300 1,674,232 6,770,068 Project Total 5,965,475 2,478,825 - 8,444,300 1,674,232 6,770,068

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET
CIP No: 00197 HYPERION PLANT

DESCRIPTION
Annual capital component of Hyperion Wastewater Treatment Plant charges and the City of LosAngeles' amalgamated sewer system.

PROJECT INFORMATION
STATUS
Project funds are allocated in anticipation of the ongoing cost increases for the capital portion of the sewer system treatment contract with the City ofLos Angeles. 61 Project Manager: Daren Grilley, Assistant Director of Public Works/City Engineer Project Department: Public WorksOther Departments: None Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 600 - Infrastructure 8,105,261 650,000 650,000 650,000 700,000 750,000 11,505,261Project Total 8,105,261 650,000 650,000 650,000 700,000 750,000 11,505,261 Fund
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
600 - Infrastructure 7,156,548 1,250,000 - 8,406,548 301,287 8,105,261Project Total 7,156,548 1,250,000 - 8,406,548 301,287 8,105,261 CIP No: 00210 TRAFFIC SIGNAL SYSTEM UPGRADES
STATUS
Continued modernization and upgrades of traffic signal communication equipment Citywide will be ongoing through FY 2025-26 and will requireadditional purchases of equipment and components to include uninterruptible power sources (UPS). The integration of new technologies as theybecome available will also be done, including support for development in automobile technology.

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET

DESCRIPTION
The Traffic Signal System Upgrades project is a Citywide initiative aimed at enhancing the efficiency andsafety of our traffic network through the adoption of advanced technologies. Central to this project is themodernization of traffic controllers and the entire traffic signal system to incorporate cutting-edge solutions.Key enhancements feature the installation of video vehicle detection systems at strategic intersections, theintroduction of ADA-compliant and touch-free pushbuttons for pedestrian safety and convenience, theimplementation of GPS-based emergency vehicle pre-emption to facilitate quicker response times, and theintegration of signals for smoother traffic flow. This comprehensive upgrade is designed to improve overalltraffic management, ensuring a safer and more efficient travel experience for all City residents and visitors.

PROJECT INFORMATION
62 Project Manager: Robert Welch, Utilities General Manager Project Department: Public WorksOther Departments: None Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 800 - Water Enterprise 1,653,452 - - 200,000 200,000 200,000 2,253,452 801 - Water Capacity Fee 150,000 - - 150,000 150,000 150,000 600,000 802 - Water Supply Fee 1,000,000 - 450,000 450,000 450,000 450,000 2,800,000 Project Total 2,803,452 - 450,000 800,000 800,000 800,000 5,653,452 Fund
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
800 - Water Enterprise 1,395,201 425,000 - 1,820,201 166,749 1,653,452801 - Water Capacity Fee - 150,000 - 150,000 - 150,000802 - Water Supply Fee 600,000 400,000 - 1,000,000 - 1,000,000Project Total 1,995,201 975,000 - 2,970,201 166,749 2,803,452 CIP No: 00225 WELL REHAB AND GROUNDWATER DEVELOPMENT
STATUS
The City is in the process of rehabilitation planning and design of its existing wells. Hollywood Well 5 will be the first well to be rehabbed. The remaining Hollywood and Maple Wells will be rehabbed first in phases before rehabbing LCW-1, the City’s most current well. Plans,specifications, and bidding documents will be prepared for construction to rehabilitate the existing well(s) to maximize production.

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET

DESCRIPTION
This project optimizes well production by performing well studies, zone testing, and well rehabilitationactivities. This project could include water quality zone testing, pump testing, well video surveys, and majoror minor well rehabilitation, including but not limited to, well redevelopment and the replacement of wellequipment.

PROJECT INFORMATION
63 Project Manager: Daren Grilley, Assistant Director of Public Works/City Engineer Project Department: Public WorksOther Departments: None Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 405 - Capital Assets 12,618 - - - - - 12,618
600 - Infrastructure 26,708 200,000 - - - - 226,708
Project Total 39,326 200,000 - - - - 239,326
Fund
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
405 - Capital Assets 109,957 - - 109,957 97,339 12,618
600 - Infrastructure 199,938 - - 199,938 173,230 26,708 Project Total 309,895 - - 309,895 270,569 39,326

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET
CIP No: 00229 SIREN SYSTEM CITYWIDE

DESCRIPTION
A Citywide siren system would aid and increase the City's ability to send time-sensitive notifications to thecommunity in times of disaster. A Citywide siren system would be strategically placed throughout the City andwould work similarly to a tornado siren. Strategic placement of sirens, particularly in hillside high fire zoneareas could potentially save lives and property.

PROJECT INFORMATION
STATUS
Construction was completed during the third quarter of FY 2023-24. Testing of the system started after construction and will continue throughthe end of FY 2024-25. Ongoing maintenance and repair will be conducted on an as-needed basis. 64 Project Manager: Robert Welch, Utilities General Manager Project Department: Public WorksOther Departments: None Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 800 - Water Enterprise 666,568 10,500 10,500 10,500 10,500 10,500 719,068 Project Total 666,568 10,500 10,500 10,500 10,500 10,500 719,068 Fund
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
800 - Water Enterprise 714,525 10,500 - 725,025 58,457 666,568 Project Total 714,525 10,500 - 725,025 58,457 666,568

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET
CIP No: 00230 WATER CONSERVATION PROGRAM

DESCRIPTION
Funds will be used to enhance the various water efficiency and leak detection programsfocusing on meeting the regulations: Making Water Conservation a California Way of Life. Thefunds will also be used to complete water conservation projects related to the City’s WaterEnterprise Plan (WEP) and Integrated Water Resources Master Plan (IWRMP), converting nonfunctional City turf lawn sites to water efficient landscape (i.e. turf medians).

PROJECT INFORMATION
STATUS
Staff continues to work on water efficiency audits and provide residents with education on water conservation tools and techniques. The Cityimplemented a new online water efficiency and utility payment portal for customers to monitor water use and pay their utility bills. In 2024, waterconsumption decreased by an estimated 4.9% from the previous year and the program is expanding to meet the State’s annual allocated waterbudget. In FY 2025-26, the City will be evaluating the feasibility assessment and water efficient landscape design to convert Sunset median and the turflawn located at Sunset Blvd. and Rexford Drive. 65 Project Manager: Robert Welch, Utilities General Manager Project Department: Public WorksOther Departments: None Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 830 - Solid Waste Enterprise 482,794 50,000 50,000 50,000 50,000 50,000 732,794 Project Total 482,794 50,000 50,000 50,000 50,000 50,000 732,794 Fund
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
830 - Solid Waste Enterprise 431,294 51,500 - 482,794 - 482,794 Project Total 431,294 51,500 - 482,794 - 482,794

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET
CIP No: 00240 ZERO WASTE PROGRAM

DESCRIPTION
Evaluate and develop initiatives that will help the City to minimize waste, decrease reliance onlandfills, and reduce greenhouse gas emissions associated with waste generation and disposal.Allocation of funding will focus on the measures and actions outlined in the Climate Action andAdaptation Plan and preparation for future State regulations that may require the City tocreate subprograms to accomplish zero waste programs or adapt to changes in the industry.

PROJECT INFORMATION
STATUS
The City is implementing an organic waste recycling program to comply with Senate Bill 1383 (SB 1383), which is a short-term greenhouse gasreduction plan. The program requires residents and businesses to dispose of food waste into organic containers. It is projected that 12,993 metric tonsof carbon dioxide equivalence (MT C02e) will be reduced by the program by 2045. For 2024, the City recycled 9,641 tons of organic material fromresidential and commercial collection service. 66 Project Manager: Robert Welch, Utilities General Manager Project Department: Public WorksOther Departments: None Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 850 - Stormwater Enterprise 410,483 180,000 30,000 30,000 30,000 30,000 710,483 Project Total 410,483 180,000 30,000 30,000 30,000 30,000 710,483 Fund
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
850 - Stormwater Enterprise 410,483 - - 410,483 - 410,483 Project Total 410,483 - - 410,483 - 410,483

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET
CIP No: 00260 STORMWATER REHABILITATION PROGRAM

DESCRIPTION
Repair, rehabilitate, and/or replace aging stormwater assets such as catch basins, maintenanceholes, and stormwater mainlines.

PROJECT INFORMATION
STATUS
Broken catch basins have been repaired or replaced. Storm drain capacity improvements are being evaluated as indicated in the Integrated WaterResources Master Plan (IWRMP). Ten catch basins are scheduled to be repaired in FY 2025-26. 67 Project Manager: Robert Welch, Utilities General Manager Project Department: Public WorksOther Departments: None Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 280 - Measure W - Safe Clean Water 250,000 850,994 250,000 250,000 250,000 250,000 2,100,994 850 - Stormwater Enterprise 1,763,000 1,125,569 1,413,000 1,413,000 3,863,000 3,863,000 13,440,569 Project Total 1,976,563 2,013,000 1,663,000 1,663,000 4,113,000 4,113,000 15,541,563 Fund Carryovers from
FY 2023-24
FY 2024-25
Adopted Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
280 - Measure W - Safe Clean Water 500,000 464,184 - 964,184 113,190 850,994 850 - Stormwater Enterprise 2,000,000 1,774,461 114 3,774,575 2,649,006 1,125,569 852 - Stormwater DWR Prop 1 - 114 (114) - - -
Project Total 2,238,759 2,500,000 - 4,738,759 2,762,196 1,976,563 CIP No: 00270 BALLONA CREEK MS4 COMPLIANCE
STATUS
Construction of the Burton Way Median Green Street and Water Efficient Landscape Project was completed in FY 2023-24. Commissioning of the pumps and relatedcontrol systems was completed in FY 2024-25 with partial operation of the system. Full operations and water quality monitoring are scheduled to begin in FY 2025-26.The project has a 7.6 acre-feet (AF) capacity to manage polluted urban runoff and reduce irrigation consumption by 16 AF per year. Project funds were also used tocomplete the Culver Median Regional Stormwater Project. The multi-benefit collaborative project has a 19.5 AF capacity to manage polluted urban runoff and improvemulti-modal transportation. Beverly Hills is receiving 4.4 AF compliance capacity for cost-sharing with the regional project. The City executed a Memorandum of Agreement (MOA) for the Ballona Creek Watershed Time Scheduled Order (TSO) projects. The TSO projects are comprised of three regional treatment facilities that willtreat polluted urban runoff to meet water quality objectives and increase recycled water resources for the region. The TSO projects are currently under construction and are estimated to be 65% complete. They are expected to be finished in FY 2026-27. Funds will also be used to fund operating and maintenance costs for Santa Monica Blvd. Green Streets Swales, Burton Way Median, Culver City Regional Stormwater Project, and future stormwater projects.

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET
The funds will be used to build multi-benefit regional stormwater facilities to comply with the BallonaCreek Total Maximum Daily Loads (TMDLs) water quality limits and Watershed Management Plans (WMPs).

DESCRIPTION

PROJECT INFORMATION
68 Project Manager: Stephanie Harris, Director of Community Services Project Department: Community ServicesOther Departments: None Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 160 - Parks and Recreation Facilities 1,847,447 400,000 110,000 110,000 110,000 110,000 2,687,447 Project Total 1,847,447 400,000 110,000 110,000 110,000 110,000 2,687,447 Fund
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
160 - Parks and Recreation Facilities 2,081,429 300,000 - 2,381,429 533,982 1,847,447 Project Total 2,081,429 300,000 - 2,381,429 533,982 1,847,447

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET
CIP No: 00315 PARK FACILITIES MAINTENANCE AND IMPROVEMENTS

DESCRIPTION
This project provides ongoing funding for small capital improvements and renovations at thevarious park facilities throughout the City and includes projects such as irrigation upgrades,landscaping, and site furnishings.

PROJECT INFORMATION
STATUS
The renovation of the restroom at Will Rogers Park broke ground in winter 2025 and includes relocation of the mechanical components of the waterfeature. Additional projects include repairs and improvements to the pergola at the Rexford mini park and installation of ambient lighting in other Cityparks. 69 Project Manager: Stephanie Harris, Director of Community Services Project Department: Community ServicesOther Departments: Public Works Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 160 - Parks and Recreation Facilities 332,152 - - - - - 332,152 Project Total 332,152 - - - - - 332,152
Fund
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
160 - Parks and Recreation Facilities 102,152 250,000 - 352,152 20,000 332,152 Project Total 102,152 250,000 - 352,152 20,000 332,152

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET
CIP No: 00320 COLDWATER PARK MASTER PLAN

DESCRIPTION
The structure requires a needs assessment for programming with renovations to bedetermined.

PROJECT INFORMATION
STATUS
Minor repairs to public restrooms took place in FY 2024-25. Additional improvements under consideration include the replacement of light fixtureswith energy efficient (LED) lighting. 70 Project Manager: David Schirmer, Chief Information Officer Project Department: Information TechnologyOther Departments: None Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 410 - Information Technology 311,772 1,700,000 1,700,000 1,700,000 1,700,000 1,700,000 8,811,772 Project Total 311,772 1,700,000 1,700,000 1,700,000 1,700,000 1,700,000 8,811,772 Fund
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
410 - Information Technology 188,435 1,700,000 20,000 1,908,435 1,596,663 311,772 Project Total 188,435 1,700,000 20,000 1,908,435 1,596,663 311,772 CIP No: 00329 IT EQUIPMENT REPLACEMENT PROGRAM
STATUS
For the upcoming year, the IT equipment workplan will focus on several key initiatives to enhance our technological infrastructure and support ourstrategic goals. Staff will architect the implementation of a replacement virtual environment and an enterprise storage solution. Additionally, staff willreplace key end-of-life PCs with a particular emphasis on the Emergency Operations Center (EOC). Our efforts will also include implementingfunctionality enhancements for the access control system and developing best practices for user management. Staff will migrate the library systemsinfrastructure to the cloud and provide IT support for the Advanced Metering Infrastructure (AMI) initiative. Lastly, the development of a project planfor the next phase of the Asset Management initiative will be a priority to ensure continued progress and efficiency.

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET
Provides for the scheduled replacement of Data Center infrastructure including servers, disk storage systems,networking equipment, and enterprise software.

DESCRIPTION

PROJECT INFORMATION
71 Project Manager: David Schirmer, Chief Information Officer Project Department: Information TechnologyOther Departments: None Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 410 - Information Technology 246,301 500,000 500,000 500,000 500,000 500,000 2,746,301Project Total 246,301 500,000 500,000 500,000 500,000 500,000 2,746,301 Fund
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
410 - Information Technology 170,660 500,000 - 670,660 424,359 246,301 Project Total 170,660 500,000 - 670,660 424,359 246,301 CIP No: 00334 EGOV INITIATIVE
STATUS
In the upcoming year, the eGov initiative will drive digital transformation by accelerating webforms automation, with a strong emphasis on publicfacing forms to enhance accessibility and efficiency for residents and businesses. To further improve the customer experience, the initiative willimplement new software applications, including Public Records Act (PRA) software for streamlined request processing, Customer RelationshipManagement (CRM) software to strengthen engagement, and an AI-based Agenda Report development tool to enhance the accuracy and efficiency ofagenda report preparation. Additionally, the initiative will confirm the strategic direction for permitting software, initiating project implementation orexpanding the functionality of the existing platform to better support code enforcement and planning processes. Furthermore, the launch of publicfacing GIS applications, such as a parking meter reservation system, will provide users with real-time, location-based services that enhance convenienceand accessibility. These efforts will contribute to a more responsive, transparent, and user-friendly digital government experience.

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET
Provides for web-based solutions that effectively leverage technology to improve the deliveryof City services to the public. Development focus is centered on user friendliness, integrationamong systems, transparency, and collaboration.

PROJECT INFORMATION

DESCRIPTION
72 Project Manager: David Schirmer, Chief Information Officer Project Department: Information TechnologyOther Departments: None Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 410 - Information Technology 397,793 600,000 600,000 - - - 1,597,793 Project Total 397,793 600,000 600,000 - - - 1,597,793
Fund
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
410 - Information Technology 298,863 600,000 - 898,863 501,070 397,793 Project Total 298,863 600,000 - 898,863 501,070 397,793

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET
CIP No: 00335 DOCUMENT IMAGING

DESCRIPTION
Provides for the conversion of historical documents (paper and microfilm) to digital archive with full-textsearch capability. This also includes the development of applications to facilitate the retrieval of thesedocuments by the public.

PROJECT INFORMATION
STATUS
In the coming year, this project will focus on digitizing and making publicly accessible thousands of records related to the development process, andenhancing transparency and efficiency in public records access. Additionally, the project will prioritize the scanning and preservation of permanentoperational records for the Fire Department, ensuring critical historical and operational data is securely stored and easily retrievable. To support theseefforts, a comprehensive document management infrastructure strategy will be developed and implemented, establishing a scalable, secure, and userfriendly system for organizing, storing, and accessing digital records. These initiatives will improve public access to information, streamline internalworkflows, and support long-term digital transformation goals. 73 Project Manager: David Schirmer, Chief Information Officer Project Department: Finance DepartmentOther Departments: All Departments Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 410 - Information Technology 212,625 - - - - - 212,625
Project Total 212,625 - - - - - 212,625
Fund
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
410 - Information Technology 265,634 - - 265,634 53,009 212,625 Project Total 265,634 - - 265,634 53,009 212,625

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET
CIP No: 00336 FINANCIAL AND HUMAN RESOURCES SOFTWARE

DESCRIPTION
Provides for research, development, purchase, and implementation of an enterprise system toreplace the existing Finance and Human Resources applications used for operational planningand administration, and for optimizing internal business processes.

PROJECT INFORMATION
STATUS
In the upcoming year, the Enterprise Resource Planning (ERP) project will focus on maintaining and enhancing system performance by implementing aregular cadence of upgrades and enhancements, ensuring the platform remains secure, efficient, and aligned with evolving business needs.Additionally, the project will include a comprehensive evaluation of migrating the ERP system to the cloud, assessing potential benefits such asimproved scalability, security, and system accessibility. This evaluation will inform future strategic decisions to optimize ERP infrastructure, enhanceuser experience, and support long-term operational efficiency. 74 Project Manager: Max Subin, Police Captain
Project Department: Police DepartmentOther Departments: Information Technology Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 410 - Information Technology 101,000 100,000 100,000 100,000 100,000 100,000 601,000 Project Total 101,000 100,000 100,000 100,000 100,000 100,000 601,000 Fund
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
410 - Information Technology 22,684 100,000 - 122,684 21,684 101,000 Project Total 22,684 100,000 - 122,684 21,684 101,000

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET
CIP No: 00339 PUBLIC SAFETY CAD/RMS SYSTEM

DESCRIPTION
Provides for updates and augmentation of the Public Safety Computer Aided Dispatch (CAD)and Records Management Systems (RMS). Work includes software and hardware updates,replacement of end-of-life equipment, and extending the existing functionality by integratingwith external applications.

PROJECT INFORMATION
STATUS
In the upcoming year, the Public Safety CAD/RMS upgrade project will focus on completing Phase I of the system upgrade to enhance emergencyresponse efficiency and data management. A specialized consultant with expertise in CAD implementations will be explored to guide the process,ensuring a seamless transition and alignment with industry best practices. Additionally, the project will include identifying and selecting an appropriateRecords Management System (RMS) for the Fire Department, and integrating it with the upgraded CAD system to improve incident tracking, reporting,and operational efficiency. These efforts will modernize public safety technology, streamline workflows, and enhance the accuracy and accessibility ofcritical emergency response data. 75 Project Manager: Elisabeth Albanese, Police Captain
Project Department: Police DepartmentOther Departments: Information Technology Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 326 - Seized and Forfeited Property 90,949 - - - - - 90,949 410 - Information Technology 1,291,306 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 13,791,306 Project Total 1,382,255 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 13,882,255 Fund
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
326 - Seized and Forfeited Property 125,325 - - 125,325 34,376 90,949 410 - Information Technology 1,124,301 4,200,000 - 5,324,301 4,032,995 1,291,306 Project Total 1,249,626 4,200,000 - 5,449,626 4,067,371 1,382,255

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET
CIP No: 00342 COMMUNITY SECURITY ENHANCEMENTS (CCTV/ALPR)

DESCRIPTION
The Community Security Enhancements project provides for the design, engineering, installation, andmanagement of a Closed Circuit Television (CCTV) network throughout the City. The City’s AutomatedLicense Plate Recognition (ALPR) program, video analytics, and the ongoing enhancements of the RealTime Watch Center (RTWC) are also included in this initiative.

PROJECT INFORMATION
STATUS
In the upcoming year, the Community Security Enhancement Program will focus on expanding and upgrading critical video security infrastructure to strengthen publicsafety. This includes the deployment of additional CCTV cameras, prioritizing the southeast portion of the City, Gigabit Passive Optical Network (GPON) camera expansion, Phase II intersection cameras, Beverly Hills Unified School District (BHUSD) locations, and the replacement of aging wireless cameras to ensure optimalcoverage and reliability. Additionally, the Automated License Plate Recognition (ALPR) system will be expanded to key intersections in support of the Organized Retail Theft (ORT) initiative, enhancing real-time threat detection and investigative capabilities. To further support public safety efforts, the Real Time Watch Center (RTWC)will integrate advanced AI-based solutions, expand its common operating platform, and enhance crime analytics tools, enabling law enforcement to proactivelymonitor, analyze, and respond to emerging security threats with greater efficiency and precision. 76 Project Manager: Stephanie Harris, Director of Community Services Project Department: Community ServicesOther Departments: Public Works Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 160 - Parks and Recreation Facilities 5,424,410 250,000 - 250,000 - - 5,924,410 Project Total 5,424,410 250,000 - 250,000 - - 5,924,410 Fund
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
160 - Parks and Recreation Facilities 5,074,419 - 500,000 5,574,419 150,009 5,424,410 Project Total 5,074,419 - 500,000 5,574,419 150,009 5,424,410

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET
CIP No: 00343 PARK FACILITIES RENOVATION - LA CIENEGA PARK

DESCRIPTION
Allows for various improvements to buildings and sites, including athletic fields. Provides forupgrades and site improvements such as irrigation and mainline replacement, fencing aroundthe northwest side of Fenton Field, and enhanced landscaping around the La Cienega TennisCenter and Fenton Field.

PROJECT INFORMATION
STATUS
A conceptual master plan study on the 17-acre site on the east and west side of La Cienega Boulevard was completed in 2018. Prior to the pandemic,considerable public outreach had been completed for a complete rebuild but that plan has been put on hold for now. Replacement of outdoor fitness equipment was completed in FY 2024-25. Public restroom upgrades were completed in FY 2024-25; improvements toinclude replacement of toilet partitions and plumbing fixtures plus removal of aged floor and wall tiles, and replacement with new tile finishesunderway. Conceptual designs of the playground were completed in FY 2024-25 with construction of the playground set to begin in summer of 2025. 77 Project Manager: David Schirmer, Chief Information Officer Project Department: Information TechnologyOther Departments: None Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 410 - Information Technology 535 100,000 100,000 100,000 100,000 100,000 500,535 Project Total 535 100,000 100,000 100,000 100,000 100,000 500,535 Fund
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
410 - Information Technology 3,882 100,000 - 103,882 103,347 535 Project Total 3,882 100,000 - 103,882 103,347 535

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET
CIP No: 00347 ENHANCED NETWORK SECURITY/DISASTER RECOVERY

DESCRIPTION
Provides for augmentation of the City’s network security posture by strengthening intrusion detection andintrusion prevention, network traffic filtering, and Security Information and Event Management (SIEM).

PROJECT INFORMATION
STATUS
In the upcoming year, this project will focus on strengthening the City's cybersecurity posture and resilience against potential threats. This includes implementing the next phase of cybersecurity enhancements, with a particular emphasis on expanding IT Asset Management (ITAM) through Certeroto improve visibility, control, and compliance across the IT infrastructure. Additionally, disaster recovery capabilities will be reinforced to ensure business continuity and rapid recovery in the event of a cyber incident or system failure. These efforts will enhance overall network security, safeguardcritical data, and ensure the City's technology environment remains robust, secure, and prepared for evolving cyber threats. 78 Project Manager: David Schirmer, Chief Information Officer Project Department: Information TechnologyOther Departments: None Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 410 - Information Technology 24,438 50,000 50,000 50,000 50,000 50,000 274,438 Project Total 24,438 50,000 50,000 50,000 50,000 50,000 274,438 Fund
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
410 - Information Technology 31,855 50,000 - 81,855 57,417 24,438 Project Total 31,855 50,000 - 81,855 57,417 24,438

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET
CIP No: 00348 MISCELLANEOUS TECHNOLOGY PROJECTS

DESCRIPTION
Provides for undertaking unforeseen technology-related projects that may be initiated bychanging priorities of client departments, City Council, or City Management during the courseof the fiscal year.

PROJECT INFORMATION
STATUS
This project serves as a flexible initiative to address unforeseen technology needs that may arise from client departments or City Council prioritiesthroughout the year. This project ensures the City's IT infrastructure remains adaptive and responsive to emerging requirements, supportinginnovation and operational efficiency. In recent years, the project has been instrumental in enhancing network security, and this focus will continue asneeded to safeguard critical systems and data. Additionally, the project will provide the capacity to undertake new initiatives that align with the City'sevolving technology landscape, ensuring continuous improvements in digital services, cybersecurity, and overall IT resilience. 79 Project Manager: Mandana Motahari, City Architect
Project Department: Public WorksOther Departments: None Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 405 - Capital Assets 1,379,491 350,000 350,000 900,000 650,000 650,000 4,279,491 810 - Parking Enterprise 1,915,711 650,000 650,000 650,000 150,000 150,000 4,165,711 Project Total 3,295,202 1,000,000 1,000,000 1,550,000 800,000 800,000 8,445,202 Fund
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
405 - Capital Assets 1,371,283 375,000 - 1,746,283 366,792 1,379,491 810 - Parking Enterprise 1,446,513 800,000 - 2,246,513 330,802 1,915,711 Project Total 2,817,796 1,175,000 - 3,992,796 697,594 3,295,202

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET
CIP No: 00349 TENANT IMPROVEMENT PROGRAM

DESCRIPTION
This CIP allows for the accrual of funds for the capital improvement of tenant occupied buildings. The scopeincludes building infrastructure, shell and core upgrades, and improvements to common areas. The CIP alsoprovides for tenant improvement allowance reimbursements, as applicable.

PROJECT INFORMATION
STATUS
During FY 2023-24, shell and HVAC/electrical infrastructure improvements were completed at 430 N. Camden Dr. The tenant completed their tenantimprovements on the ground floor in January 2025. Design of building removal and a new parking lot at 1959 S. La Cienega Blvd. has beencompleted. During FY 2024-25, staff expects to complete building removal and perform site improvements to include construction of a surfaceparking lot with lighting, automatic gates, and landscaping, which is anticipated to be completed by the first quarter of FY 2025-26. 80 Project Manager: Daren Grilley, Assistant Director of Public Works/City Engineer Project Department: Public WorksOther Departments: None Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 130 - In-Lieu Parking District 967,500 4,332,500 - - - - 5,300,000 490 - Vehicle Replacement 350,398 100,000 100,000 100,000 100,000 100,000 850,398 810 - Parking Enterprise 2,046,990 1,350,000 500,000 500,000 500,000 250,000 5,146,990 Project Total 3,364,888 5,782,500 600,000 600,000 600,000 350,000 11,297,388 Fund Carryovers from
FY 2023-24
FY 2024-25
Adopted Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
130 - In-Lieu Parking District - 1,000,000 - 1,000,000 32,500 967,500 490 - Vehicle Replacement 250,398 100,000 - 350,398 - 350,398 810 - Parking Enterprise 858,486 1,250,000 - 2,108,486 61,496 2,046,990 Project Total 1,108,884 2,350,000 - 3,458,884 93,996 3,364,888

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET
CIP No: 00355 ELECTRIC VEHICLE CHARGING INFRASTRUCTURE

DESCRIPTION
Provides required infrastructure for the electric vehicle (EV) charging for both City-owned and operated public parking garages(Fund 130 and 810) as well as the City fleet (Fund 490). This project includes increasing inventory (i.e., adding new chargingstations). The City EV Chargers (level 2) currently in parking facilities will require replacement based on their service life,manufacturer support, contractual agreements, as well as required upgrades to meet the evolving models of hybrid andBattery Only Electric Vehicle (BOEV) on the market. The additional scope of work includes update to electric infrastructure,signage, and parking space designation. Increasing the City’s EV charging station supports the City’s climate action goals.

PROJECT INFORMATION
STATUS
Fleet Services started the installation of 65 level 2 chargers for City fleet vehicles during the third quarter of FY 2023-24 with grant funding for the Southern CaliforniaEdison Charge Ready program. Installation and commissioning of the fleet charging stations were completed in the third quarter of FY 2024-25. Fleet Services installedfleet-specific charging stations at the Library and Police Department parking structures in FY 2024-25. Fleet Services is projected to start installation of heavy-dutydirect current (DC) fast charging stations in the Public Works campus for FY 2025-26 to support future EV purchases. The electrical infrastructure in all City-ownedgarages is being assessed in order to plan for the addition of new publicly accessible EV chargers. 81 Project Manager: Robert Welch, Utilities General Manager Project Department: Public WorksOther Departments: None Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 800 - Water Enterprise 4,070,399 4,000,000 500,000 4,000,000 500,000 4,000,000 17,070,399 Project Total 4,070,399 4,000,000 500,000 4,000,000 500,000 4,000,000 17,070,399 Fund
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
800 - Water Enterprise 2,827,941 2,500,000 - 5,327,941 1,257,542 4,070,399Project Total 2,827,941 2,500,000 - 5,327,941 1,257,542 4,070,399

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET
CIP No: 00387 WATER MAIN AND HYDRANT REPLACEMENT
STATUS
Construction of several miles of water main on Coldwater Canyon Drive has been completed in FY 2024-25. Approximately two (2) miles of mainpipelines are in design throughout the City of Beverly Hills water service area. Older cast iron mains are being upsized and replaced with newerductile iron pipe. Construction is planned for FY 2025-26.

DESCRIPTION
This project involves the replacement, rehabilitation, and upgrade of aging water infrastructure, includingundersized, deteriorated, or outdated water mains, valves, hydrants, and associated appurtenances. Theobjective is to enhance the overall reliability and capacity of the water distribution system. The scope includesthe strategic upgrade of critical components in accordance with the Integrated Water Resources Master Plan(IWRMP), ensuring that the water system is optimized to meet current and future demands, improveoperational efficiency, and provide a resilient, sustainable water supply to the community. Additionally, theproject will address any deficiencies in water flow, pressure, and accessibility, while minimizing serviceinterruptions and enhancing system longevity.

PROJECT INFORMATION
82 Project Manager: Robert Welch, Utilities General Manager Project Department: Public WorksOther Departments: None Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 800 - Water Enterprise 256,716 1,000,000 - - - 300,000 1,556,716 840 - Wastewater Enterprise - 250,000 - - - - 250,000
Project Total 256,716 1,250,000 - - - 300,000 1,806,716 Fund
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
800 - Water Enterprise 256,716 - - 256,716 - 256,716
Project Total 256,716 - - 256,716 - 256,716

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET
CIP No: 00397 WATER MASTER PLAN

DESCRIPTION
Update the water hydraulic model and Water Master Plan as part of the Integrated WaterResources Master Plan (IWRMP). The IWRMP was most recently completed in 2021 and isperiodically updated based on the City's water infrastructure needs. In addition, the UrbanWater Management Plan (UWMP) is a requirement from the California Department of WaterResources and is updated every 5 years.

PROJECT INFORMATION
STATUS
The water hydraulic model and the Water Master Plan were updated and completed as part of the Integrated Water Resources Master Plan in 2021.The 2025 UWMP will be updated in FY 2025-26. 83 Project Manager: Stephanie Harris, Director of Community Services Project Department: Community ServicesOther Departments: Public Works Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 160 - Parks and Recreation Facilities 3, 750,000 792,594 1,500,000 773,500 2,000,000 800,000 9,616,094405 - Capital Assets - 26,639 750,000 - - 500,000 1,276,639 Project Total 3,819,233 750,000 2,250,000 773,500 2,000,000 1,300,000 10,892,733 Fund Carryovers from FY 2023-24 FY 2024-25 Adopted Budget FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
160 - Parks and Recreation Facilities 4, 727,250 779,361 - 5,506,611 1,714,017 3,792,594 405 - Capital Assets - 38,199 - 38,199 11,560 26,639
Project Total 4,817,560 727,250 - 5,544,810 1,725,577 3,819,233

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET
CIP No: 00442 GREYSTONE PARK IMPROVEMENTS

DESCRIPTION
Provides for various restoration and maintenance projects at the property including but not limited torestoration of various rooms in the mansion involving interior finishes such as painting and woodwork restoration, as well as ongoing care and maintenance of the historic fabric of the mansion, outbuildings, and the park. The goal is to improve the public experience at the park and inside the buildings. This project alsoprovides for ongoing maintenance including upgrades to the infrastructure and waterproofing throughout the property.

PROJECT INFORMATION
STATUS
Continued restoration and maintenance of Greystone based on priorities identified in the historic analysis for the mansion. Ongoing evaluation of conditions and restoration priorities of the mansion, historic structures, and grounds. Assessments of degrading materials and seismic analysis at lower Greystone are in progress. An investigation of theexisting storm drain system in the southeast portion of the property has been completed and the design to replace portions of the storm drain system is in progress. Thedesign to replace the utility road is also in progress. The (non-historic) east stairs railing was replaced and additional lighting was installed in FY 2024-25 to improve safety forvisitors. Repairing the failed waterproofing in the pool area changing rooms began in fall 2024 and project completion is anticipated in spring 2025. Construction of a smallstone veneer wall (non-historic) on the west side of the parking lot is slated for completion this spring, replacing an earlier disintegrated wood wall and improving visitor safety. Evaluation of the cypress lane fountains is underway, with repair of the system anticipated by spring 2026. Repair projects addressing weathering, stabilization ofhistoric materials, visitor safety, and conservation to avoid the need for future restoration is ongoing. 84 Project Manager: Stephanie Harris, Director of Community Services Project Department: Community ServicesOther Departments: Public Works Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 160 - Parks and Recreation Facilities 195,393 517,000 125,000 125,000 150,000 150,000 1,262,393 Project Total 195,393 517,000 125,000 125,000 150,000 150,000 1,262,393 Fund
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
160 - Parks and Recreation Facilities 53,790 100,000 58,193 211,983 16,590 195,393 Project Total 53,790 100,000 58,193 211,983 16,590 195,393

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET
CIP No: 00483 TENNIS COURTS AND SITE ENHANCEMENTS

DESCRIPTION
This project provides ongoing funding for maintenance and improvements of tennis courts infuture years. It will also fund the permanent implementation of the City’s pickleball program.All twenty of the City’s public tennis courts (sixteen at La Cienega and four at Roxbury) areresurfaced on a regular cycle (approximately every five years) to provide a safe playing surface.When that occurs, additional site improvements such as the replacement of nets, windscreens,and LED lighting also occur as equipment reaches product life expectancy.

PROJECT INFORMATION
STATUS
Project provides ongoing funding for maintenance and improvements of tennis courts in future years. This project will also assist with the permanentimplementation of the City’s pickleball program. All 20 courts are scheduled to be resurfaced and restriped in FY 2025-26. 85 Project Manager: Stephanie Harris, Director of Community Services Project Department: Community ServicesOther Departments: Public Works Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 160 - Parks and Recreation Facilities 109,356 50,000 50,000 50,000 50,000 50,000 359,356 Project Total 109,356 50,000 50,000 50,000 50,000 50,000 359,356 Fund
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
160 - Parks and Recreation Facilities 59,356 50,000 - 109,356 - 109,356 Project Total 59,356 50,000 - 109,356 - 109,356

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET
CIP No: 00485 BEVERLY GARDENS PARK

DESCRIPTION
Ongoing maintenance of all 23 blocks associated with this linear park, including landscaping andrestoration of historical features where possible.

PROJECT INFORMATION
STATUS
Project provides funding for ongoing maintenance and upgrades to landscaping, signage, and site furnishings. 86 Project Manager: Stephanie Harris, Director of Community Services Project Department: Community ServicesOther Departments: Public Works Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 180 - Fine Art 1,040,885 80,000 80,000 80,000 100,000 100,000 1,480,885 Project Total 1,040,885 80,000 80,000 80,000 100,000 100,000 1,480,885 Fund
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
180 - Fine Art 437,089 60,000 589,000 1,086,089 45,204 1,040,885 Project Total 437,089 60,000 589,000 1,086,089 45,204 1,040,885

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET
CIP No: 00568 FINE ART

DESCRIPTION
To acquire, install, and maintain fine art pieces using anticipated in-lieu funds received by theCity under the Fine Art Ordinance.

PROJECT INFORMATION
STATUS
The acquisition of "Trinity" by Judy Chicago received conditional approval from Council pending contractual terms. Installation should take place in FY2025-26. Restoration of Carol Bove's artwork is still underway. The refabrication of the "Hymn of Life: Tulips" artwork by artist Yayoi Kusama is slatedto be completed and reinstalled in summer 2025. The City’s Fine Art Collection will be on a continuous cleaning and maintenance schedule. Followingthe fires that occurred in January 2025, all of the artwork will receive more detailed maintenance in FY 2025-26 to preserve its integrity. 87 Project Manager: Greg Barton, Fire Chief
Project Department: Fire DepartmentOther Departments: Public Works Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 405 - Capital Assets 1,200,934 18,000 18,000 100,000 200,000 200,000 1,736,934 Project Total 1,200,934 18,000 18,000 100,000 200,000 200,000 1,736,934 Fund
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
405 - Capital Assets 366,353 900,000 - 1,266,353 65,419 1,200,934 Project Total 366,353 900,000 - 1,266,353 65,419 1,200,934

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET
CIP No: 00585 FIRE HEADQUARTERS - MAINTENANCE AND IMPROVEMENT

DESCRIPTION
Fire Headquarters is 36 years old. Renovation and improvement of the facilities are necessarydue to the high occupancy and 24-hour/7-day per week usage coupled with the age of thebuilding. Improvements are ongoing as projects are identified and prioritized.

PROJECT INFORMATION
STATUS
Installation of the new Computer Aided Dispatch (CAD) and station alerting systems is completed. Projects identified to be completed in FY 2024-25include upgrades to the ventilation system at the apparatus area and select areas on the second floor, as well as waterproofing at various areas of thestation which have been impacted by water intrusions. 88 Project Manager: Greg Barton, Fire Chief
Project Department: Fire DepartmentOther Departments: Public Works Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 405 - Capital Assets 2,969,828 10,000 10,000 10,000 110,000 110,000 3,219,828 Project Total 2,969,828 10,000 10,000 10,000 110,000 110,000 3,219,828 Fund
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
405 - Capital Assets 1,062,264 1,975,000 - 3,037,264 67,436 2,969,828 Project Total 1,062,264 1,975,000 - 3,037,264 67,436 2,969,828

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET
CIP No: 00586 FIRE STATION 2 - MAINTENANCE AND IMPROVEMENT

DESCRIPTION
Fire Station 2 is 42 years old. With its 24-hour/7-day per week usage, factoring in the age of thebuilding, and its high occupancy, ongoing maintenance, repairs and upgrades are essential.Renovations for this station include ventilation and sewage system upgrades.

PROJECT INFORMATION
STATUS
Installation of the new Computer Aided Dispatch (CAD) and station alerting systems is completed. In FY 2024-25, projects include design andpreparation of construction documents for expansion of the building to house additional bedrooms, as well as replacement of existing sewer lines.Construction is scheduled to start in summer 2025. Improvements to the building's exhaust and ventilation systems were completed in February 2025. 89 Project Manager: Greg Barton, Fire Chief
Project Department: Fire DepartmentOther Departments: Public Works Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 405 - Capital Assets 2,100,619 10,000 10,000 10,000 110,000 110,000 2,350,619 Project Total 2,100,619 10,000 10,000 10,000 110,000 110,000 2,350,619 Fund
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
405 - Capital Assets 1,535,373 750,000 - 2,285,373 184,754 2,100,619 Project Total 1,535,373 750,000 - 2,285,373 184,754 2,100,619

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET
CIP No: 00587 FIRE STATION 3 - MAINTENANCE AND IMPROVEMENT

DESCRIPTION
Fire Station 3 is 53 years old. Due to its high occupancy, age of the building, and 24-hour/7-dayper week usage, several renovations have been identified. These include remodel of theshower areas, laundry room, and medical supply restock room, and replacement of flooringand cabinetry in all bedrooms. The project will also include enhanced security throughout thefire station including replacement of parking gates.

PROJECT INFORMATION
STATUS
Installation of the new Computer Aided Dispatch (CAD) and station alerting systems is completed. The installation of the rollup garage doors was completed in January 2025. FY 2024-25 projects include upgrades to the ventilation system at the apparatus area and selected areas on the secondfloor. 90 Project Manager: Greg Barton, Fire Chief
Project Department: Fire DepartmentOther Departments: Public Works Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 405 - Capital Assets 48,468 25,000 25,000 25,000 25,000 25,000 173,468 Project Total 48,468 25,000 25,000 25,000 25,000 25,000 173,468 Fund
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
405 - Capital Assets 23,468 25,000 - 48,468 - 48,468
Project Total 23,468 25,000 - 48,468 - 48,468

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET
CIP No: 00589 FIRE STATION APPARATUS DOORS

DESCRIPTION
This project allows for maintenance and as needed upgrades of these door assemblies toensure reliable performance in emergency response times.

PROJECT INFORMATION
STATUS
The apparatus doors were replaced in all three Fire Stations in August 2020. This project will provide funding for ongoing maintenance of thesefrequently utilized doors. 91 Project Manager: Daren Grilley, Assistant Director of Public Works/City Engineer Project Department: Public WorksOther Departments: None Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 600 - Infrastructure 5,194,576 1,000,000 2,000,000 3,000,000 3,000,000 3,000,000 17,194,576 Project Total 5,194,576 1,000,000 2,000,000 3,000,000 3,000,000 3,000,000 17,194,576 Fund
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
600 - Infrastructure 3,047,792 2,250,000 - 5,297,792 103,216 5,194,576 Project Total 3,047,792 2,250,000 - 5,297,792 103,216 5,194,576 CIP No: 00630 STREET LIGHT AND SIGNAL POLE REPLACEMENT
STATUS
Deteriorated signal poles at one intersection on North Beverly Drive and one intersection on Rodeo Drive were replaced in FY 2024-25. Damageddecorative street light poles on North Santa Monica Boulevard have been ordered and will be replaced in FY 2025-26. This is an ongoing program toreplace damaged, deteriorated, and obsolete poles. Future projects include ongoing replacement of deteriorating Urban Design poles in the businesstriangle and replacing aging and obsolete poles along the South Santa Monica corridor and Olympic Boulevard corridor.

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET

DESCRIPTION
The Street Light and Signal Pole Replacement program replaces poles that are either irreparably damaged,functionally obsolete, or approaching the end of their useful lifespan. This program is dedicated to thesystematic replacement of these critical infrastructure elements, ensuring the continued reliability and safetyof our urban lighting and traffic signal systems. This program maintains safety, functional, and aestheticstandards.

PROJECT INFORMATION
92 Project Manager: Daren Grilley, Assistant Director of Public Works/City Engineer Project Department: Policy and ManagementOther Departments: Public Works Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 600 - Infrastructure 1,878,420 2,800,000 2,800,000 2,800,000 3,000,000 3,000,000 16,278,420 Project Total 1,878,420 2,800,000 2,800,000 2,800,000 3,000,000 3,000,000 16,278,420 Fund
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
600 - Infrastructure 750,860 3,680,000 - 4,430,860 2,552,440 1,878,420 Project Total 750,860 3,680,000 - 4,430,860 2,552,440 1,878,420

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET
CIP No: 00635 CITYWIDE LIGHTING AND DÉCOR

DESCRIPTION
Provides funding for an annual program to install, maintain, store, and replace decorations,lighting, sound systems, and other enhancements in the Business Districts around the City.

PROJECT INFORMATION
STATUS
This is an ongoing annual Citywide initiative to maintain and replace decorative lighting elements and sound systems throughout the City's commercialcorridors. 93 Project Manager: Ryan Gohlich, Assistant City Manager Project Department: Policy and ManagementOther Departments: None Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 405 - Capital Assets 6,868,385 - - - - - 6,868,385800 - Water Enterprise 5,766,975 733,025 - - - - 6,500,000 Project Total 12,635,360 733,025 - - - - 13,368,385
Fund
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
405 - Capital Assets 6,945,404 - - 6,945,404 77,019 6,868,385 800 - Water Enterprise 5,766,975 - - 5,766,975 - 5,766,975 Project Total 12,712,379 - - 12,712,379 77,019 12,635,360

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET
CIP No: 00647 LAND ACQUISITION

DESCRIPTION
The City has goals to acquire property in key areas, primarily for the development of publicparking and open space. This project provides for long-term real property acquisition.

PROJECT INFORMATION
STATUS
In December 2023, the City acquired 111 N. Gale Drive, adding to the Gale Yard assemblage for redevelopment purposes near the future La CienegaStation. The City continues to examine opportunities with Public Works for acquisition of property for future water well sites along South La CienegaBoulevard. 94 Project Manager: Mandana Motahari, City Architect
Project Departments: Community Development and City Clerk’s OfficeOther Departments: Public Works Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 405 - Capital Assets 1,365,915 1,272,000 - 50,000 150,000 150,000 2,987,915 Project Total 1,365,915 1,272,000 - 50,000 150,000 150,000 2,987,915 Fund
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
405 - Capital Assets 802,576 923,000 - 1,725,576 359,661 1,365,915 Project Total 802,576 923,000 - 1,725,576 359,661 1,365,915

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET
CIP No: 00650 OFFICE RECONFIGURATION AND FURNITURE REPLACEMENT

DESCRIPTION
Reconfiguration of the existing office area of the Community Development and City Clerk’sOffice to accommodate additional office spaces for new staff. This will also include theprocurement of office furniture for these office spaces.

PROJECT INFORMATION
STATUS
Community Development: Office reconfiguration and furniture replacement for supervising staff, and carpet replacement and painting throughout theDepartment was completed in FY 2024-25. Remodel of existing office spaces for the Planning division and Executive staff as well as improvements toexisting kitchenette and common workspace areas will be completed in FY 2025-26. Design and construction documents for the City Clerk’s suite will be completed by the end of FY 2024-25. 95 Project Manager: Robert Welch, Utilities General Manager Project Department: Public WorksOther Departments: None Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 800 - Water Enterprise 7,905,604 1,750,000 1,006,100 1,006,100 574,200 574,200 12,816,204 840 - Wastewater Enterprise - - 4,045,200 4,045,200 425,900 425,900 8,942,200 Project Total 7,905,604 1,750,000 5,051,300 5,051,300 1,000,100 1,000,100 21,758,404 Fund
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
800 - Water Enterprise 6,621,937 1,750,000 - 8,371,937 466,333 7,905,604 Project Total 6,621,937 1,750,000 - 8,371,937 466,333 7,905,604

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET
CIP No: 00669 WATER METER REPLACEMENT

DESCRIPTION
Water meters typically require replacement every ten years to ensure accurate measurementand efficient operation. This program will complete the next installation of water meters,replacing the City’s aging water meters with new meters equipped with Advanced MeteringInfrastructure (AMI) technology.

PROJECT INFORMATION
STATUS
This project will be conducted in several phases (planning, deployment, and construction) with the help of a consultant Owner's representative. Citystaff and the Owner’s representative have completed the RFP process. The selected firm should be awarded the contract in FY 2025-26. This project isa multiyear project and should be completed within five (5) years. The AMI project is included in the draft Strategic Priorities, Goals, and Workplans. 96 Project Manager: Robert Welch, Utilities General Manager Project Department: Public WorksOther Departments: None Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 801 - Water Capacity Fee 6,696,749 930,000 930,000 780,000 780,000 780,000 10,896,749 Project Total 6,696,749 930,000 930,000 780,000 780,000 780,000 10,896,749 Fund
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
801 - Water Capacity Fee 5,916,449 780,300 - 6,696,749 - 6,696,749 Project Total 5,916,449 780,300 - 6,696,749 - 6,696,749

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET
CIP No: 00681 SYSTEMWIDE WATER CAPACITY UPGRADES
STATUS
Reservoir Management Systems (RMS systems) construction is in the final stages with equipment testing and various mechanical / electrical tests beingconducted. Staff is working with the Division of Drinking Water (DDW) to amend the City’s Water Supply Permit to incorporate the equipmentenhancements. The RMS systems will enhance operational storage and emergency resiliency in the three largest existing reservoirs in the event of anemergency.

DESCRIPTION
This ongoing project focuses on the comprehensive upgrade and modernization of the City's waterinfrastructure, including pipelines, pump stations, reservoirs, and other critical assets. The project is designedto proactively address the anticipated increase in water demand driven by new development andredevelopment within the City. By enhancing key components of the water distribution system, this effortensures long-term reliability, improved capacity, and resilience, while also supporting sustainable growth.Upgrades will incorporate state-of-the-art technologies and best practices to optimize system performance,minimize service disruptions, and safeguard water quality, ultimately creating a robust infrastructure thatmeets both present and future community needs.

PROJECT INFORMATION
97 Project Manager: Mandana Motahari, City Architect
Project Department: Public WorksOther Departments: None Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 405 - Capital Assets 1,407,487 - 250,000 275,000 300,000 325,000 2,557,487 810 - Parking Enterprise 2,741,800 - 500,000 300,000 300,000 300,000 4,141,800 Project Total 4,149,287 - 750,000 575,000 600,000 625,000 6,699,287 Fund
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
405 - Capital Assets 907,487 500,000 - 1,407,487 - 1,407,487 810 - Parking Enterprise 2,396,300 350,000 - 2,746,300 4,500 2,741,800 Project Total 3,303,787 850,000 - 4,153,787 4,500 4,149,287 CIP No: 00713 REPAINT CITY BUILDINGS
STATUS
Painting at the 440 N. Camden Drive parking structure was completed in FY 2023-24. Painting at the 450 N. Rexford Drive and 321 S. La CienegaBlvd. parking structures, Phase 2 of the Library interior painting, and painting of Woodland Reservoir are scheduled to be completed in FY 2024-25. Painting at the 241 N. Cañon Dr. / 242 N. Beverly Dr. parking structure and the Gardens Building are scheduled to be implemented in FY 2025-26.

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET

DESCRIPTION

PROJECT INFORMATION
Ongoing painting maintenance of City-occupied and tenant-occupied City buildings. 98 Project Manager: Daren Grilley, Assistant Director of Public Works/City Engineer Project Department: Public WorksOther Departments: None Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 310 - Prop C Local Transit 2,167,661 - - - - - 2,167,661 330 - Measure R Local Transit 1,691,601 200,000 200,000 - - - 2,091,601 340 - Measure M Local Transit 2,243,708 200,000 - - - - 2,443,708 600 - Infrastructure 3,264,571 1,500,000 1,300,000 - - - 6,064,571 Project Total 9,367,541 1,900,000 1,500,000 - - - 12,767,541 Fund
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
310 - Prop C Local Transit 2,167,661 - - 2,167,661 - 2,167,661 330 - Measure R Local Transit 1,933,152 - - 1,933,152 241,551 1,691,601 340 - Measure M Local Transit 1,743,708 900,000 - 2,643,708 400,000 2,243,708 600 - Infrastructure 2,864,071 500,000 - 3,364,071 99,500 3,264,571 Project Total 8,708,592 1,400,000 - 10,108,592 741,051 9,367,541

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET
CIP No: 00720 WILSHIRE BLVD SUBWAY STREETSCAPE

DESCRIPTION
Streetscape enhancements along both Wilshire Blvd. and La Cienega Blvd. near subway stations to include activetransportation facilities like curb extensions, streetscape amenities like pedestrian scale lighting, and drop-off zoneenhancements in accordance with City Council approved streetscape standards.

PROJECT INFORMATION
STATUS
This project is ongoing as subway station construction continues. Design continues for a pedestrian signal at Wilshire/Le Doux near the La Cienega station.Design for pedestrian improvements at Wilshire/Reeves, Wilshire/Cañon, and Wilshire/Beverly near the Beverly station is anticipated to begin in FY 2025-26, in collaboration with Metro. 99 Project Manager: Daren Grilley, Assistant Director of Public Works/City Engineer Project Department: Public WorksOther Departments: None Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 600 - Infrastructure 4,500,000 - - - - - 4,500,000
Project Total 4,500,000 - - - - - 4,500,000
Fund
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
600 - Infrastructure 4,500,000 - - 4,500,000 - 4,500,000 Project Total 4,500,000 - - 4,500,000 - 4,500,000

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET
CIP No: 00725 METRO RODEO STATION NORTH PORTAL

DESCRIPTION
Design and construction of a north portal for the Metro Purple Line Station 2 would provideincreased access to the station.

PROJECT INFORMATION
STATUS
Preliminary engineering and design have been completed. Per City Council direction, this project has been canceled. 100
Project Manager: Daren Grilley, Assistant Director of Public Works/City Engineer Project Department: Public WorksOther Departments: None Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 600 - Infrastructure - - - - 925,000 - 925,000
Project Total - - - - 925,000 - 925,000
Fund
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
600 - Infrastructure - - - - - -
Project Total - - - - - -

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET
CIP No: 00740 STREETSCAPE IMPROVEMENTS

DESCRIPTION
This program will design and construct street and sidewalk improvements to enhance allelements of certain commercial streets. Studies and extensive community outreach will beconducted to develop design alternatives, evaluate recommended and desired changes totravel lane configurations, on-street parking, sidewalks, business access, street trees andlandscaping, roadway and pedestrian scale lighting, storm water drainage and water quality.South Santa Monica Boulevard and South Beverly Drive have been identified for futurestreetscape improvement projects.

PROJECT INFORMATION
STATUS
Study and design of South Santa Monica Boulevard is anticipated to begin in FY 2028-29 and construction to begin the subsequent year. Study anddesign of South Beverly Drive will follow. 101
Project Manager: Michael Hensley, Deputy Director of Public Works/Operations Project Department: Public WorksOther Departments: None Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 405 - Capital Assets 425,080 109,000 125,000 - 125,000 125,000 909,080 Project Total 425,080 109,000 125,000 - 125,000 125,000 909,080 Fund
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
405 - Capital Assets 319,080 106,000 - 425,080 - 425,080 Project Total 319,080 106,000 - 425,080 - 425,080

BUDGET FORECAST
COMPONENTS OF FY 2024-25 REVISED BUDGET
CIP No: 00781 SECURITY SYSTEM UPGRADE

DESCRIPTION
This project reviews the remaining access points throughout the City that still require a physicalkey to gain entry. Inventory will be gathered to determine the best method of securing theseaccess points, including changing the locks, issuance of a physical key, installation of a keycontrol system or migration to the key card security system.

PROJECT INFORMATION
STATUS
In FY 2024-25, Facilities Services worked on the implementation of a new electronic key control system. New key card systems were installed in thenewly completed secured parking levels at the 450 N. Rexford Drive parking structure, as well as several other locations at the Police Facility. Fullimplementation of the new electronic key control system is scheduled for FY 2025-26. 102
Project Manager: Daren Grilley, Assistant Director of Public Works/City Engineer Project Department: Public WorksOther Departments: Finance, Information Technology, Police Department Fund
FY 2024-25
Estimated
Carryovers
FY 2025-26
Proposed FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Six-Year Total 810 - Parking Enterprise 2,024,340 275,000 275,000 275,000 275,000 100,000 3,224,340 Project Total 2,024,340 275,000 275,000 275,000 275,000 100,000 3,224,340 Fund
Carryovers
from
FY 2023-24
FY 2024-25
Adopted
Budget
FY 2024-25
Mid-Year
Appropriations/
Transfers
FY 2024-25
Revised
Budget
FY 2024-25
Estimated
Expenditures
FY 2024-25
Estimated
Carryovers
810 - Parking Enterprise 2,495,414 275,000 - 2,770,414 746,074 2,024,340Project Total 2,495,414 275,000 - 2,770,414 746,074 2,024,340

Beverly Hills City CouncilJune 5, 2025

Beverly Hills City Council
June 5, 2025